2 018 C O M M U N I T Y R E PO R T
P R I N C I P A L’ S I N T R O D U C T I O N Methodist Ladies’ College is a welcoming, open-entry learning community that offers students a broad, holistic education and an extensive range of curricular and co-curricular opportunities. With a proud 136 year history of educational innovation and continued academic excellence, our over-arching goal is to nurture and develop each MLC student so that she leaves school with the skills, knowledge and values necessary to be a world-ready woman. Our responsibility as educators is to prepare the next generation of young people for their lives beyond school. MLC’s vision statement, ‘an MLC education inspires young women to be the citizens the world needs’ reflects that. It is most pleasing to see our recent graduating students embark on journeys that cover a range of disciplines, life experiences and even countries. I am extremely proud that at MLC we continue to embrace the challenges of a changing world through our focus on teaching and learning, our attention to staff development and our further enhancement of our world-class learning environments. A number of initiatives undertaken in 2017 are detailed in this report. It is gratifying that 87% of respondents of the Parents’ Survey felt “very satisfied” in choosing MLC as their daughter’s school, and that a large majority of our students feel that they are given a great amount of opportunity and choice at the College. In our bid to ensure the continued success of the College, a Strategic Plan was developed in 2015 (and since reviewed annually) and outlines six strategic pillars and future actions. 2017 saw the continued implementation of these actions across the College, and I am confident that the plan will continue to position MLC at the forefront of innovation and achievement in education.
Diana Vernon, Principal BA PGCE MACE MACEL
OUR VISION An MLC education inspires young women to be the citizens the world needs. MLC focuses on developing confident and articulate young women who have the skills, knowledge, values and attitudes to shape their future and contribute meaningfully to the international community. MLC is committed to providing a challenging, enriching and supportive environment through our core values of responsibility, respect and compassion.
S T R AT E G I C P L A N 2 0 1 8 – 2 0 2 3 The Strategic Plan features six Strategic Pillars, which have been identified as fundamental to MLC’s commitment to successfully educating and preparing young women for their lives beyond school. Student Learning and Achievement MLC provides a broad and challenging academic curriculum which fosters a passion for learning and focusses on excellence, whilst developing independent, creative and adaptable thinkers. Student Wellbeing The College offers age appropriate, sequential and integrated programs within a responsive student wellbeing framework in order to develop resilient young women who are confident to make positive choices in life. Excellence in Staff MLC recognises that quality educational outcomes are driven by excellence in teaching and learning provided by the highest quality, motivated teaching and educational support staff. Innovation and Resources MLC will continue to lead and innovate in developing resources, sites, programs and facilities that support our students in a vibrant learning environment. MLC Community The diverse and extensive MLC community provides a rich source of opportunity, personal growth and sense of belonging for all members. Secure Future MLC is committed to a secure and sustainable future that supports investment in facilities and resources which deliver a world class education for MLC students.
130 107 800
including part time and casual
The main intake year levels are Prep, 5, 7, 9 and 11.
Our students continue to excel in academic, sporting, music, creative and community pursuits at the College. There are times, however, when students may be absent due to a variety of reasons, such as illness, injury, religious observance and family commitments. Including liaison with parents, the College manages these absences electronically on a continual basis via each Schoolâ€™s office, and provides support to students and their family through regular contact from Home Group Teachers and/or Tutors as relevant for different year groups.
This table estimates the average attendance by year level for 2017. MLC is an open-entry, non-selective school that welcomes students of all cultural, religious and economic backgrounds. We are proud of our diverse and inclusive community. Our community includes current parents, students and staff, our network of alumnae and alumnae families, friends of the College, benefactors, volunteers, the Board of Directors and Stakeholder Members. The Board of Directors is comprised of members of our community who volunteer to commit their time and expertise to support MLC. They have an ethical and legal obligation to act in the best interests of the College and its students. Our Stakeholder Members are comprised of a combination of parents, alumnae and additional member positions in accordance with the College Constitution, and maintain an interest in the operations of the College.
O U R S TA F F Excellence in staff at MLC is a core priority for the College. We recognise that quality educational outcomes are driven by excellence in teaching and learning provided by the highest quality, motivated teaching and educational support staff. The MLC model of professional growth for staff has been developed as a continuous, collaborative process, based on identified College and staff needs and one that develops open, trusting, collegial relationships. Staff are empowered and supported to set meaningful goals that further their own professional growth for the benefit of our students. Feedback from research tells us that our staff are highly satisfied with their jobs at MLC.
33% of staff hold 2 qualifications
21% of staff hold 3 qualifications
61% teachers, 39% educational support staff
80% female, 20% male
8% of staff hold 4 or more qualifications
Staff retention rate 85.5%
LITERACY AND NUMERACY BENCHMARKS
Y E A R 1 2 R E S U LT S
MLC students continue to perform well against national benchmarks. This table below shows a breakdown of students below (-), at (AT) and above (+) the National Minimum Standards based on NAPLAN results for 2017. Year 3 –
Year 5 +
Year 7 +
14 perfect VCE study scores 5 students achieved a top ATAR of 99.95
Year 9 +
Grammar and Punctuation
40% 30% 20% 10% 0%
90+ ATAR/NATAR National (all years)
95+ ATAR/NATAR MLC 2016
99+ ATAR/NATAR MLC 2014
ROUND ONE OFFERS University of Melbourne 116 offers Monash University 71 offers
Information Technology Health Food, Hospitality & Personal Services Engineering & Related Technologies Education Creative Arts Architecture & Building Agriculture, Environmental & Related Studies
RMIT 39 offers Deakin University 27 offers La Trobe University 14 offers ACU 8 offers Swinburne University 8 offers
*2016 National Mean. The 2017 National Mean has not yet been determined at time of publishing.
TERTIARY UNIVERSITY Society & Culture Natural & Physical Sciences OFFERS Management & Commerce
M L C R E S U LT S C O M PA R E D W I T H N AT I O N A L AV E R A G E S
% of cohort
Grammar and Punctuation
7 students concurrently studied a first-year university subject
54% students achieved 90+ ATAR
The average standardised assessment results for Year 9 are based on NAPLAN results from 2017 and include international students for whom English is a second language. The results indicate that the median achievement of MLC students is above state-wide median achievements in all areas assessed by NAPLAN. This data is derived from the Five Year Trend Data Reports and indicates an improvement in all areas assessed. Spelling
36% students achieved 95+ ATAR
Average Standardised Assessment Results for Year 9
10 Premier’s VCE Awards
10% students achieved 99+ ATAR
Please note that due to rounding, data sets may not add up to 100% in all cases.
Others 2 offers
C O M M U N I T Y S AT I S FA C T I O N
C O L L E G E O P E R AT I O N S
Throughout the year, MLC conducts a number of independent research surveys to assist in better understanding our school community and to identify strengths and areas of opportunity. This information informs our future plans and assists us in continuing to improve.
MLC is a not-for-profit organisation, but seeks to generate an annual surplus from operating activities in order to adequately invest in the ongoing development and enhancement of the College facilities, buildings and programs. This is essential for the College to ensure the high quality of education we aim to provide for our students.
In 2017, MLC engaged an independent research company to conduct a confidential parent survey.
A summary of results from the Parents’ Survey are: 7% of respondents agreed with the statement, “Overall, I am very satisfied with my 8 decision to send my child/ren to MLC”, which has increased from 86% in 2016
Other Non-operating income (including donations) Government Grants
96% of parents agree that “MLC offers a broad and relevant curriculum” 10%
95% of parents agree that “MLC is well-equipped with a range of resources and facilities”
Depreciation expense Finance costs and other expenses
School and General Expense
94% of parents agree that “MLC offers student opportunities to be involved in an extensive selection of co-curricular activities”
Students responded to a variety of questions about College life and the opportunities available.
84% of Year 12 students agree that MLC is a safe and secure environment
Employee benefits expenses
84% of Year 12 students agree that students are encouraged to do their best 81% of Year 12 students agree that the Co-curricular program offers plenty of choice 80% of Year 8 students agree that they consider themselves a good student 78% of Year 10 and 8 students agree that the Co-curricular program offers plenty of choice
HOW FAR DOES $100 GO? Every $100 in expenditure is allocated by the College to the following areas: Learning and Curriculum
Whole of College operations, including Depreciation, Property Costs and Insurance
Schools: MLC Kindle, JS, JSS, MS and SS
Community Engagement, Admissions and Marketing
Staff Development and Research
2 017 A C H I E V E M E N T S
E X C E L L E N C E I N S TA F F • Staff learning programs were implemented using findings from the Foundation for Young Australians in relation to future desired skills
STUDENT LEARNING AND ACHIEVEMENT • The Learning at MLC statement was developed to set out what MLC values the most about learning, and informs expectations and the principles we strive for. The statement consists of five main areas: Relationships, Curiosity, Critical Thinking, Creativity and A Diversity of Achievement. • MLC continued the growth of implementation and integration of the CANVAS Learning Management System for both teaching staff and students • Collaborative Practice Groups were continued, consisting of cross-curricular teacher groups, to facilitate the setting of individual teaching and learning goals, trial strategies and allow for the sharing of action research results. Eighteen members of staff engaged with Project Zero from Harvard Graduate School of Education, as an Independent Schools Victoria initiative • Staff Learning sessions were focused on Entrepreneurial skills, looking at how staff can be the most efficient in delivering these skills onto students • New initiatives were continued to be developed involving Digital Literacy and a College STEAM Focus, including Year 7 STEAM Week
STUDENT WELLBEING • MLC’s processes were further refined to ensure we continue to be Child Safe for all students • The seven elements of the PROSPER Wellbeing Framework (Positivity, Relationships, Outcomes, Strengths, Purpose, Engagement and Resilience) were further embedded across the College’s many programs, processes and policies, which was positively received by parents. This work is ongoing and will be the focus for ongoing refinement and review
• Several departments engaged in Learning Walks as an opportunity to observe how staff learning programs have then been implemented into the classroom and how to develop further • A staff Diversity Team was formed to support colleagues and further value diversity in a supportive environment
I N N O VAT I O N A N D R E S O U R C E S • Further progress was made on the MLC Masterplan, including the initial works in preparation of the Year 7-8 Learning Centre development • Laptop program developments, including ongoing liaison with external providers • Review of College data systems • Use of Cloud Technology Policy was refined and updated • Rollout of College-wide system, MLC Connect
MLC COMMUNITY • Ongoing development of digital and traditional messaging using various platforms, including to alumnae, parents, staff • Enhanced Admissions and Enrolment processes to ensure we engage with prospective students and support them • Refinement and development of MLC Scholarship Program, recognising the diversity of the College
• Using the findings of the Resilient Youth Australia survey, the Wellbeing Committee continue to understand and develop programs that best support our students’ needs
• Enhanced our MLC Foundation Committee and renewed focus
• Respectful Relationships program initiatives were progressively implemented
• Increased investment in renewable energy resources to support all of our campuses
• Embedding of Constitutional Change including Directors and Stakeholders
be inspired. be great. be you. 207 Barkers Rd Kew Victoria 3101 T: +61 3 9274 6333 E: firstname.lastname@example.org ABN 55 006 036 979 CRICOS 00325A
An outline of MLC's vision and direction, developed in consultation with students, staff, stakeholders, parents and the wider MLC community...