2025
Annual Report A Year of Growth.
ADDRESS
PHONE & EMAIL
WEBSITE
39 Shepherd Hill Lane,
(07) 5655 0300
www.silkwood.qld.edu.au
Mount Nathan QLD 4211
info@silkwood.qld.edu.au
1
2
CONTENTS 4 Welcome 5 School Details 6 Why The Silkwood Way 10 CEO Address 15 Meet Our Strategic Team 20 2025 Graduate Outcomes 28 Silkwood STAR Program 29 Silkwood STAR of the Year 31 The Silkwood Way Learning Design 36 Learning in The Silkwood Way 43 The Silkwood Way Organisational Design 47 2025 Organisational Update 57 Government-Reported Student Outcomes 60 Year 12 Outcomes 62 School Finance 64 Parent Satisfaction 69 Strategic Plan
3
WELCOME We acknowledge the Traditional Custodians of the land on which we gather, the Kombumerri people of the Yugambeh Nation. We recognise their enduring connection to land, waters, and culture. We pay respect to their Elders, past and present. We also give thanks for the knowledge and care the traditional custodians bring to our community and, as people on this land, honour our responsibilities to listen, learn and care about the connection to land, waters and culture.
Our Community At Silkwood, we welcome people from all walks of life who are committed to respectfully engaging with our community and supporting 'The Silkwood Way'. Our culture is inclusive and secular. We are not aligned to any single worldview, religion, spiritual belief, political ideology, or perspective on life or health. This creates a community rich in diversity of beliefs, cultures, and ways of living. We value this diversity and recognise our shared responsibility to work in partnership to create a safe and inclusive environment where students can respectfully express and explore who they are. Working in Partnership Committing to and engaging in The Silkwood Way means: Acting with respect towards one another Working in partnership to achieve The Silkwood Way Aims Honouring diversity and inclusivity Courageously growing, learning, and leading Our Commitment We pride ourselves on being a progressive school that demonstrates how a transformative educational approach can co-exist alongside more traditional systems. We see this as a lived example of inclusivity and diversity in action. It creates meaningful opportunities for students to engage with different perspectives and to work together respectfully to make positive contributions to the world. We are committed to working in partnership with our community to achieve The Silkwood Way Aims.
4
SCHOOL DETAILS
School School Sector
Independent
Total Enrolment
761 - (at the close of the 2025 year)
Year Levels Offered
Prep to Year 12 Co-educational
Education Type
Secular Campus and Virtual Learning
Silkwood School is a private, independent, government-funded school. It is accredited by the Office of Non-State Schooling Queensland and affiliated with ISQ (Independent Schools Queensland). It is funded by parent fees and State and Federal Government grants. We acknowledge the support that the Government and our families' fee contributions play in enabling Silkwood School to exist. We offer a unique and non-traditional model of education we call 'The Silkwood Way.' Although our model is non-traditional, we are still accredited using the same criteria as other private schools. This means we abide by all state and federal laws that pertain to operating schools and are still required to deliver on the Australian Curriculum outcomes - we simply deliver on this in different ways that align with our Vision, Mission and Purpose.
5
WHY THE SILKWOOD WAY The world young people are growing into has changed, and continues to change at pace. Schooling today must do more than build knowledge. It must develop the capability to navigate complexity, think independently, and respond to a future that is still unfolding. SUCCESS IN THIS WORLD CALLS FOR YOUNG PEOPLE WHO CAN: adapt with confidence communicate effectively take ownership of their learning and decisions turn ideas into meaningful action YOUNG PEOPLE WHO CAN BECOME OUR FUTURE:
DESIGN & CRITICAL THINKERS
INNOVATORS
CHANGE AGENTS
ENTREPRENEURS
At Silkwood, we believe schooling must respond to this reality. In response, we have intentionally designed The Silkwood Way; a learning approach built for this time and for the future our young people are growing into. At its heart are The Silkwood Way Aims, which define the capabilities, dispositions, and ways of being we are intentionally nurturing in every young person—so they are empowered to thrive in the 21st century. These Aims provide the purpose and direction for learning. They are the foundation from which everything else is designed. We believe this matters because future-focused learning is ultimately about who young people are becoming.
6
WHY THE SILKWOOD WAY
FROM PURPOSE TO PRACTICE Alongside the Aims, we believe young people deserve learning experiences where they have the opportunity to: take an active role in shaping their learning explore areas of genuine interest engage with real-world experiences learn in ways that recognise their individuality experience learning that is meaningful and relevant to their lives The Silkwood Way is designed to support this through a personalised learning journey where learning is intentionally structured, thoughtfully experienced, and carefully supported over time. This is brought to life through learning that: develops thinking, creativity, and knowledge together connects meaningfully to the real world and to students' interests nurtures curiosity and sustained engagement embeds reflection, growth, and self-awareness in everyday learning supports students to take increasing ownership of their learning To support this, learning is organised through clear program structures and strengthened through purposeful planning and assessment practices. These ensure that learning is connected, visible, and responsive to each learner over time. The Silkwood Way connects purpose—through our Aims—to lived learning, ensuring every student experiences a meaningful and future-focused learning journey.
This is The Silkwood Way!
7
THE SILKWOOD WAY AIMS: From the Aims to Lived Learning, this Vision is brought to life through an intentionally designed learning journey. At the heart of this journey are The Silkwood Way Aims.
1
To use creative, innovative, and critical thinking to make a difference.
2
To see the adventure, opportunity, connections, and possibilities in life.
3
To create financial independence in win/win ways.
4
To accept life’s challenges with a resilient and flexible attitude.
5
To communicate with empathy, openness, and integrity.
6
To embrace fun and live with curiosity.
7
To turn dreams and ideas into reality.
8
To act with respect towards themselves, others and our world.
9
To create a happy and healthy life balance.
10
To use passion, talent, and skills to create engaging work that contributes positively to our world.
These Aims describe the capabilities, dispositions, and ways of being that students develop over time. They act as the north star—providing clarity and direction for what learning is ultimately building towards.
8
Because these capabilities develop progressively, the learning journey is inherently developmental. Students grow, deepen, and mature over time as they build their capabilities. This growth is not linear or age-bound—it is shaped by experience, opportunity, and intentional design.
To move from the intent of the Aims to lived learning, the learning journey must be deliberately designed—never left to chance or tradition.
This requires: shared clarity about what learning is developing towards intentional design of how learning is structured and experienced aligned systems that ensure learning is coherent, connected, and sustained over time
The Silkwood Way learning design is intentionally developed, carefully enabled, and lived in practice to make this happen. This ensures that the Aims are not simply aspirational, but experienced meaningfully by every student through their personal learning journey.
9
CEO ADDRESS
Young people's schooling time is precious. When we keep minds open to possibility, we create space for exploration and build the capabilities needed to thrive across many possible futures. VALERIE CAMPBELL-HOGG FOUNDER & CEO
Founder of The Silkwood Way and CEO of Silkwood School
Be inspired… get connected… and make a difference! Our simple learning motto says so much about who we are and what we value. In 2025, our organisational focus was presence, introduced through our leadership program, Leading in The Silkwood Way. This work centres on consciously developing presence of mind—supporting individuals to reduce personal stress and reactivity, and to lead themselves and others with greater clarity and intention. Offered twice each year, this journey has strengthened how we work together as a team. It has supported a more thoughtful, aligned, and intentional way of leading and learning across our community. This focus on presence has been foundational to the significant progress made throughout 2025.
10
A YEAR OF SIGNIFICANT MILESTONES This year, we reached three major milestones in the development of The Silkwood Way learning design.
First Milestone – The Silkwood Way Learning Pathways
We redesigned our eight learning pathways to translate The Silkwood Way Aims into lived learning, providing a clear structure and consistent picture of how each student's learning journey develops over time. These pathways bring learning to life across eight key areas:
21st Century Communication
Developing confident, empathetic, and effective communicators who can express ideas clearly, collaborate with others, and engage meaningfully across contexts 21st Century Numeracy Building mathematical understanding, financial capability, and reasoning to support confident decision-making in everyday and future-focused contexts Scientific Inquiry and Critical Reasoning Developing curiosity, inquiry skills, evidence-based reasoning, and problemsolving capabilities Global Citizenship and Intercultural Understanding Supporting students to understand themselves, others, and the world through ethical reasoning and cultural awareness Health, Wellness and Active Living Developing physical literacy, wellbeing strategies, and lifelong habits for healthy, balanced living Personal, Social and Emotional Wellbeing Strengthening self-awareness, relationships, and social capability across developmental stages Creative Possibilities and Entrepreneurial Thinking Developing creativity, innovation, initiative, and the ability to turn ideas into action The Arts and Creative Expression Enabling students to explore and express ideas, emotions, and stories through creative practice
Together, these pathways provide a coherent and meaningful structure for how learning grows over time.
11
CEO ADDRESS
Second Milestone – The Silkwood Way Learning Design Building on this work, we completed the first full draft of The Silkwood Way Learning Design. This has brought greater clarity, engagement, and connection to how learning is experienced day-to-day and how students are supported to progress across each pathway. Third Milestone – The Developmental Framework The third milestone was the development of the first draft of the TSW Developmental Framework. This work provides the foundation for understanding how learning evolves across developmental phases, and what this means for the design of learning experiences at different stages. It is a vital component in strengthening the clarity and integrity of The Silkwood Way. Strengthening Our Systems Alongside improvements in learning design, significant progress was made in aligning our operational systems to better support how we work as a school. New platforms were introduced or progressed across: employment finance communication pastoral care This ensures that our systems increasingly support the needs of our students, staff, and families. At the same time, our Marketing team undertook substantial work to develop a new marketing strategy and strengthen how we gather and respond to parent feedback— both significant projects for the school. We also continued preparations for the launch of our childcare service, marking another important step in the growth of the Silkwood community.
12
Closing 2025 and Looking Ahead As we close 2025, what is most clear is that this has been a year of building strong foundations—bringing greater presence to our work through clarity, alignment, and intentionality across both our learning design and our organisational systems. These foundations now position us for the next stage of our journey. In 2026, our focus will shift to "Getting Connected"—bringing together and implementing the many elements we have built this year, so that our Vision, learning design, systems, and everyday practice are experienced as a coherent whole. This will include: connecting students and families to The Silkwood Way Aims through clear learning goals connecting educators to the purpose of learning through developmental progressions helping students understand their progress through clear goals and next steps aligning learning systems with our learning design and strategy embedding our developmental approach across learning aligning our financial and operational systems with how we work
Most importantly, it is about strengthening our shared understanding—so that as a community, we are deeply connected through a clear and collective sense of purpose. In this way, 2025 has been a year of strengthening how we show up; 2026 will be about strengthening how it all connects.
VALERIE CAMPBELL-HOGG SILKWOOD SCHOOL FOUNDER & CEO
13
7
14
MEET OUR STRATEGIC TEAM
15
TERRY O’HANLON-ROSE Overseeing Teaching, Learning Support, Program EXECUTIVE PRINCIPAL
planning and resourcing and the development and implementation of The Silkwood Way Learning Design.
NO ORDINARY FAREWELL At
the
close
of
2025,
we
farewelled
Silkwood's Principal of seven years, Dr Terry O'Hanlon farewell—it
Rose.
This
marked
was the
no
closing
ordinary of
an
extraordinary chapter in Terry's professional life.
When Terry joined Silkwood, we had made the decision to grow our leadership capacity to support the development of our learning design. Having never had a Principal before, it was new and exciting territory for us. We felt incredibly fortunate to welcome Terry into this role. He was deeply respected in education, recognised for: leading multiple large state schools turning around some of the most complex and challenging school environments establishing independent schools and a distinguished academic career, culminating in a PhD and international speaking engagements At the time of his interview, Terry shared that he had stepped away from principalship, disillusioned with the direction of traditional education. Our advertisement read 'an independent school doing something different'; this aligned with his research and sparked his curiosity. And so, two paths aligned.
16
MEET OUR STRATEGIC TEAM
We welcomed Terry in January 2018 with a sense of excitement and possibility, not fully knowing where this journey would take us. With his calm presence, warmth, and quick wit, he moved seamlessly into the role. He quickly earned the trust and respect of the Silkwood community, leading with integrity, care, and capability. Strategically, Terry's work centred on bringing The Silkwood Way to life. This was anything but straightforward. While large systems invest heavily in teams and infrastructure to design new models of learning, Terry worked within the complexity of a busy school—leading, solving, responding—while also shaping something entirely new.
It required: persistence creativity courage and a deep commitment to getting it right for young people
There were many moments where clarity seemed within reach, only to be reworked and reshaped— not through uncertainty, but through a relentless pursuit of integrity in the design. Across meetings, long drives home, and countless conversations, the learning design was debated, challenged, reimagined, and refined - and slowly, thoughtfully, it came to life. While Terry will not be here for the next phase of implementation of The Silkwood Way, he leaves behind a strong and capable teaching and learning leadership team; ready, confident, and energised, thanks to his guidance. He leaves Silkwood having played a significant role in creating The Silkwood Way learning design. One that will begin full implementation in 2026 and continue to shape the future of education.
17
MEET OUR STRATEGIC TEAM
We are deeply honoured that Silkwood was part of Terry's final chapter as a Principal. His contribution to Silkwood and to the shaping of The Silkwood Way will remain part of our story; now and into the future. This work now forms part of Terry's remarkable educational legacy. This is no ordinary farewell.
It is a farewell to honour Terry's lifetime dedicated to education: to the countless young people influenced positively by this leadership, to many educators he mentored and guided, and to the schools that he led with wisdom and integrity.
Thank you, Terry. We will miss you!
18
OUR 2025 GRADUATE OUTCOMES To truly understand the impact of Terry's work, we can look to our 2025 Year 12 results. They offer an authentic window into the power of The Silkwood Way— revealing in our young people the wonder, growth, and possibility that sits at the heart of this learning journey. It is here we see why we focus on The Silkwood Way Aims—not simply on a traditional curriculum, but on who young people become through their learning. As always, this is a significant year for our teaching and learning team. We remain deeply grateful for the passion and belief they bring each day. They lead with care, commitment, and a genuine dedication to keeping students' minds open to learning and their hearts open to possibility. This year, we farewelled 50 graduates; exceptional young people, each stepping forward into their futures with confidence, spirit, and a sense of possibility. Their graduation ceremony was both beautiful and deeply meaningful. Rather than focusing on awards or qualifications, impressive as these were, we chose to honour something more enduring: who they have become. Each Advisor spoke to every student, sharing a personal reflection shaped around a single word that captured the essence of that young person. These moments were thoughtful, heartfelt, and powerful. A final moment that mattered in their Silkwood journey.
19
55%
UNIVERSITY PATHWAY 15 Graduates have accepted their offer 5 have deferred 6 Waiting for an offer 2 still deciding between offers 2 studying a bridging program
13%
TAFE/VOCATIONAL STUDIES/ APPRENTICESHIP/TRAINEESHIP 5 graduates have enrolled in TAFE/Vocational education and two are following an apprenticeship or traineeship pathway
26% WORK AND TRAVEL
14 graduates have work or travel plans.
5%
ENTERPRISE PATHWAY
GRADUATES ENGAGED IN PATHWAYS RELATED TO:
3 graduates have launched or will continue operating their own business.
STEM Pathways Mathematics Pharmacy Exercise Science Biomedical Science
“We celebrated not only what they achieved—but who they became.” - TERRY O’HANLON-ROSE (PRINCIPAL)
20
2025 GRADUATE OUTCOMES
EARLY OFFERS: SCU
7
GRADUATES
Received early offers: Diploma of Health/Social work pathway B. of Social Work B. of Science (direct entry from Scholars) B. of Justice and Legal Studies
EARLY OFFERS: OTHER
EARLY OFFERS: GRIFFITH
10
Universities
4
GRADUATES
GRADUATES
Received early offers to Griffith University: B. Arts, B.Business/Arts Pharmacy Animation, Visual Arts Exercise Science Health Science Counselling
Received early offers to: Bond - B. Law and Communication and B. of Law Uni of SC - B. Business/Science JMC Melbourne - B. of Musical Theatre
21
This story of growth is further captured through each student's final exhibition video, where they reflect on their learning journey in their own words. These reflections bring to life the true essence of learning in The Silkwood Way. At our end-of-year team celebration, these student stories are shared alongside our Year 12 post-school pathways. Together, they tell a powerful story—one that continues to affirm the strength and success of our approach. Each graduate leaves us with a unique and exciting pathway ahead. They step forward not with a single defined future, but with the confidence, adaptability, and capability to navigate many possible futures. Their graduate stories reflect the true spirit of The Silkwood Way—filled with curiosity, individuality, growth, and a deep sense of possibility. Our website showcases some of these, and below are some moments to celebrate the whole team.
22
GREG GAPP BUSINESS DEVELOPMENT & OPERATIONS LEADER
Overseeing the strategic and operational work in Finance, Compliance, Site and Facilities and ICT departments.
FINANCIAL SUSTAINABILITY The school continues to maintain strong financial sustainability. Specifically, in 2025 we ended our year with an operating surplus around $844,036 due to: Savings against budgeted expenditure across the School. Increased funding resulting from improved collection and reporting of NCCD data. Wage savings resulting from some positions remaining vacant for extended periods.
With salaries and wages representing approximately 70% of total school expenditure, maintaining healthy cash reserves is essential to managing ongoing wage growth and meeting monthly payroll obligations. To provide some perspective, the annual surplus represents less than two full payroll cycles.
$844k BUDGET SURPLUS
70%
OF WAGES EXPENDITURE
ICT DEVELOPMENTS Upgrading classroom wireless networks from Wi-Fi 5 to Wi-Fi 6 across both campuses, providing improved speeds, greater device capacity and stronger coverage. Completing a Ruckus SmartZone platform upgrade to restore full vendor support and undertaking Wi-Fi heat mapping to identify and address coverage gaps. Transitioning the Mt Nathan campus to a new internet service provider, effectively doubling usable internet throughput while reducing operating costs. Replacing the legacy CyberEdge firewall at Mt Nathan with FortiGate technology, creating a unified security platform across both campuses with high-availability failover. Implementing Saasyan Assure across both campuses, providing real-time internet monitoring, lesson visibility and student wellbeing alerting. Further internet capacity upgrades of 2–3Gbps across both campuses are planned over the coming years to support continued growth and increasing digital demands.
23
MEET OUR STRATEGIC TEAM
SCHOOL CAMPUS DEVELOPMENTS Junior and Primary School Campuses
Completed the rear verandas on C Block. Commenced refurbishment works for the Early Years precinct. Began construction of the new Junior School playground. Reconfigured access to the Junior School playground. Enclosed the area adjacent to the staff and student chill space. Applied Covercote surfacing to pathways surrounding A, B and C Blocks. Installed additional solar lighting in the car park and along the Golden Path towards the Middle School. Middle School Campus
Robina Campus
Created new outdoor seating areas in the bike precinct and East Hill Drive corner. Installed a new Level 2 airconditioning system. Completed minor refurbishments to advisory rooms and office spaces.
Completed a new bus shelter to support student pick-up and drop-off. Rebuilt the air-conditioning system to improve reliability and reduce breakdowns. Constructed the buggy pathway adjacent to the Middle School building. Added sports shed containers to support sporting equipment storage. Installed new outdoor furniture and umbrellas throughout student spaces.
A sincere thank you to our Facilities and Operations team for their dedication and hard work in bringing these projects to life. Together, we achieved a significant amount in just 12 months, ensuring our campuses continue to support the learning, wellbeing and growth of our students and community.
24
BELINDA TARI MARKETING AND COMMUNITY RELATIONS LEADER
Overseeing Marketing, PR, Enrolments, Events, and The Silkwood Way marketing and onboarding strategy development and implementation. Throughout 2025, the Marketing and Community Relations Team continued to deepen their understanding of The Silkwood Way through meaningful engagement across the school community.
EVENTS AND EXCURSIONS
By attending student Exhibitions, ceremonies, assemblies, incursions and Spend-a-Sessions, the team remained closely connected to the everyday experiences of students and families while supporting enrolments, events, marketing and community relations across all campuses.
In 2025, the Events Team supported an extraordinary 988 events across the school, averaging approximately 22 events each week. Of these, 870 were student-focused experiences spanning Prep to Year 12 and Virtual Learning. Students engaged in:
870 student experiences
118 Team and School events
Students participated in a wide range of incursions, excursions, camps, leadership opportunities and wellbeing programs that brought learning to life through real-world experiences. Highlights included the Year 2 "Under the Stars" Camp and the Year 9 Tasmania Adventure Expedition in partnership with World Challenge. The continued growth of events across the school led to stronger systems, expanded support and greater consistency across campuses through the further development of the Events Team.
ENROLMENTS 2025 was a year of rebuilding and stabilising enrolments across the school, with 161 new students and their families joining the Silkwood community.
Enrolled a total of 161 new students in 2025
Launched whole-school open afternoons 25
MEET OUR STRATEGIC TEAM BELINDA TARI MARKETING AND COMMUNITY RELATIONS LEADER
Overseeing Marketing, PR, Enrolments, Events, and The Silkwood Way marketing and onboarding strategy development and implementation.
A key focus this year was student retention, with the school seeing a significant reduction in student exits compared to the previous year. Despite softer enrolment enquiries across the independent school sector, Silkwood continued to see improved conversion rates and stronger alignment from prospective families seeking a learning environment consistent with The Silkwood Way. One of the year's key initiatives was the introduction of Open Afternoons across all campuses. These events allowed families to experience Silkwood in action and have become an important part of the school's future enrolment strategy.
MARKETING Throughout 2025, Marketing focused on strengthening the foundations that will support the next phase of Silkwood's growth and communication strategy. Following the completion of Silkwood's Brand Audit and Strategic Review with Imageseven, work commenced on shaping the school's future marketing direction and long-term priorities. The school also launched a newly developed MMG Parent Feedback Survey, redesigned to better reflect The Silkwood Way and provide more meaningful insights into family experiences across the school. Marketing campaigns throughout the year continued to support enrolments, Open Afternoons and community engagement, with a strong emphasis on authentic storytelling and capturing the many "moments that matter" across all campuses.
COMMUNITY RELATIONS 2025 was a year of strengthening systems, capability and consistency within the Community Relations Team. New team members joined the Robina campus, additional relief staff were onboarded and trained, and key operational processes across campuses became more stable and streamlined throughout the year. The Community Relations Team continued to play an essential role in supporting school tours, ceremonies, exhibitions, festivals and the many daily interactions that foster connection and belonging within the Silkwood community. Working alongside this team each day continues to be an absolute privilege. Their care, resilience and commitment to supporting students, families and one another continues to shape the culture and connection within the Silkwood community.
26
MEET OUR STRATEGIC TEAM PAULETTE SCAIFE TEAM AND CULTURE LEADER
Overseeing recruitment, training, employment matters and the development and implementation of the Team Culture. 2025 was a significant year of growth and achievement for the Team and Culture Division. A key milestone was the continued expansion of our workforce, with Silkwood now employing 130 team members across our three campuses. In particular, I would like to acknowledge the Teaching and Learning Team, which, for the second consecutive year, recorded the highest proportion of long-serving team members, with 36% having reached 5 years of service.
Team member wellbeing remained a key priority throughout 2025. Our SWISH Wellness Champions successfully delivered 29 wellbeing initiatives across the year, designed to foster connection, engagement and team member wellbeing. These initiatives ranged from: Grease the Musical International Men's Day Kokedama Making/Resin Board Making Workshops Breath and Sound Healing Workshops Fruit Boxes Winter Hot Chocolate/Lemon & Ginger Drink Stations In addition, our Reward and Recognition Program (STAR) reached a new milestone with 448 STARS awarded throughout the year, an increase of 105 compared to 2024 and the highest number recorded to date. This reflects our teams' strong and ongoing commitment to living Silkwood's Team Values and Guiding Principles. All this rounded off a great year for the Team and Culture Division, and I look forward to continuing to support our team and further strengthening Silkwood's culture throughout 2026.
130
Expanding our team to 130 members
29 Wellbeing initiatives in 2025
27
448 STAR awards given to our Team
SILKWOOD STAR PROGRAM
The magic of learning happens at Silkwood because a team of people comes to work every day to action the Vision. They choose Silkwood as their workplace because they seek meaningful work that makes a difference. A team like ours deserves to be acknowledged and rewarded for their extraordinary work. We have created an employee recognition program called the STAR Program to support this. This program allows any team member to shine a light on one of our SILKWOOD STARS. This 'shine' acknowledges them with a STAR that, when collected, can be redeemed for a memorable moment in their life so they never forget they have made a difference and matter. At the end of every year, we honour one nominee from the STAR program. A team member who has given and risen above and beyond, who makes a continual effort to live by our Team Values: Making Moments that Matter Innovative and Entrepreneurial Thinking Courageously Learning, Growing and Leading Working in Partnership A team member who contributes to making Silkwood a safe, caring, and empowered place for other team members.
28
2025 SILKWOOD STAR OF THE YEAR
STEFF GOWLAND (ADVISOR) This year, we had one stand-out—a team member who, quietly across the year, accumulated an incredible 16 "team shines." These 16 recognitions are a testament to the impact she makes every day at Silkwood. They reflected a wide range
of
contributions
and,
most
importantly, a consistent commitment to supporting
the
Silkwood
culture
in
meaningful ways. Steff began at Silkwood in 2017 on our Primary School campus, just as we were preparing to open our Middle School. Already experienced in small school environments, she quickly and calmly adapted to The Silkwood Way, bringing her signature creativity to the Primary team. Not long after this, she stepped away to embrace the joys of motherhood—doing so, as always, with quiet grace. Steff later returned to Silkwood, taking on a short-term role in the Senior School—an area she had not previously considered. What began as a new experience quickly became a new direction. Steff found her place—and, true to the Silkwood spirit, she embraced the opportunity, transitioning from primary teaching into the role of Senior Advisor. Since
then,
she
has
become
a
shining
presence in our Senior School, bringing calmness, integrity, and a deep passion for The Silkwood Way. Her gentle, positive spirit has had a significant impact across the Robina campus. Now a mum of two and an award-winning vocal director, Steff brings the same level of passion to musical theatre as she does to her work at Silkwood—an inspiring combination of creativity, commitment, and care.
29
Steff is a truly deserving recipient of this year's award. The reflections below, drawn from just two of her 16 shines, speak volumes:
Since I have arrived, Steff—despite having two little children—has given endlessly of her time. Always supportive, open, positive, and smiling.
Steffanie is an incredible team player. She approaches everything with calmness and professionalism. We are very lucky to have her in our team.
We could not be prouder of the way Steff leads, supports, and nurtures as a Silkwood Advisor. She is authentic, thoughtful, creative—and brings a quiet strength to everything she does. Every day, she makes a difference—both to her advisory group and to the wider Senior School community. Steff is a most deserving recipient of the 2025 Silkwood Star of the Year. We hope her $1500 travel voucher takes her on a well-earned adventure—one that reflects the same sense of possibility she creates for others.
30
THE SILKWOOD W AY LEARNING DESIGN The Silkwood Way Learning Journey | From Aims to Lived Learning
31
THE SILKWOOD WAY LEARNING DESIGN From Learning Journey to Lived Practice The Silkwood Way learning design brings The Silkwood Way Learning Journey to life. It ensures that The Silkwood Way Aims are not just ideas, but are experienced by students through clear, connected systems that define learning, shape experience, and support progress over time. IT HAS THREE INTER-CONNECTED ELEMENTS:
The Silkwood Way Learning Pathways What learning develops
Planning & Assessing in The Silkwood Way
The Silkwood Way Learning Program How learning is experienced
How learning is supported and grows
The Silkwood Way Learning Pathways What learning develops The Silkwood Way Aims are brought to life through eight Learning Pathways: 21st Century Communication 21st Century Numeracy Scientific Inquiry and Critical Reasoning Global Citizenship and Intercultural Understanding Health, Wellness and Active Living Personal, Social and Emotional Wellbeing Creative Possibilities and Entrepreneurial Thinking The Arts and Creative Expression These pathways define what students are building over time. EACH PATHWAY: focuses on a distinct area of development shows how learning progresses over time helps students understand where they are and what comes next Together, the pathways provide a clear developmental map, guiding each student's learning journey towards The Silkwood Way Aims.
32
THE SILKWOOD WAY LE ARNI NG DESIGN
The Silkwood Way Learning Program How learning is experienced Learning at Silkwood is experienced through four distinct Learning Frames.
Exploring Engaging with the world through inquiry, creativity, and shared experience. In Exploring, students learn about the world through inquiry, creativity, and shared experiences. They engage in projects, the arts, physical activity, and hands-on learning that build curiosity, creativity, and a deeper understanding of people, place, and ideas.
Discovery Growing self-awareness, wellbeing, and life capability Discovery focuses on the development of the whole person. Through wellbeing learning, life experiences, and personal goals, students build self-awareness, emotional intelligence, independence, and the confidence to navigate real-world challenges and relationships.
21st Century Communication and Numeracy Building strong foundations and applying them with confidence This frame develops core skills in English and Mathematics, ensuring students build strong foundations and then apply them in real-world contexts. Students learn to communicate clearly, think mathematically, and use these skills with confidence in everyday life.
EPIC — Entrepreneurial Projects and Independent Capability Turning ideas into action through real-world learning In EPIC, students take ownership of their learning through real-world, student-led projects. They explore their interests, work with mentors, develop entrepreneurial skills, and learn how to plan and manage projects from idea through to meaningful action.
Each creates a different kind of learning experience, ensuring students develop a balanced combination of knowledge, capability, wellbeing, and independence.
33
Within each Learning Frame, learning is organised through programs and Student Goal Areas, helping students understand what they are learning and why it matters. Together, these ensure learning is clear, connected, and meaningful across each day.
Lived Learning How learning is supported and grows Lived Learning is how learning comes to life each day at Silkwood. How it is planned, experienced, understood, and supported over time. AT THE CENTRE OF THIS IS EACH STUDENT'S: Personal Learning Profile (PLP) The PLP builds a rich, holistic picture of the learner, bringing together their goals, growth, and progress over time. It supports meaningful conversations between students, families, and advisors, and ensures learning is understood as an ongoing journey rather than a series of isolated moments. STUDENTS WORK WITH A: Student Learning Plan (SLP) This makes their current Student Goal Areas and learning goals clear. It helps students understand what they are working towards, supports reflection, and encourages them to take increasing ownership of their learning. LEARNING IS CONTINUALLY REVIEWED AND REFINED THROUGH ONGOING: Planning Cycles This ensures that learning remains responsive to each student— adapting as they grow, deepen their understanding, and are ready for new challenges. Learning is understood through evidence over time; what students create, demonstrate, and reflect on in their everyday learning. This learning is shared with families and the wider community through Student Exhibitions, where students present their learning, reflect on their progress, and celebrate their growth. In this way, Lived Learning ensures that learning is visible, meaningful, and personalised, so every student knows where they are, where they are going, and how they are growing along the way.
34
THE SILKWOOD WAY LE ARNI NG DESIGN
The Advisor takes their advisory learning goals, which incorporate the student's ILP goals, and sets them within the frames of their Advisory Learning Plan (ALP). This maps out the plan for their Advisory Learning Program, from which they then plan and resource lessons and draft their weekly advisory timetables. During startup week, as part of the planning cycles for both students and Advisors, Advisors collaborate with their students to begin setting their personalised goals and structuring their Individual Learning Plan (ILP) goals around these learning frames. This aligns both plans and creates an individual learning program for each student. Students and Advisors then collaborate to align and develop a student's timetable, ensuring they can attend the advisory lessons needed to progress toward their goals. In the younger years, most students have similar goals, as the bandwidth for learning progressions is closer together, so more group lessons can take place. This means the timetables for each advisory and their students are similar. However, when students reach the senior school, their learning goals are very diverse, which results in more personalised learning time in advisory and students' timetables.
SCHOOLS
TIMETABLES
Junior School
Personalised
Exploring
Essential
Discovery
Primary School
Personalised
Exploring
Essential
Discovery
Middle School
Personalised
Senior School
Personalised
Exploring
Essential
Discovery
Exploring
Discovery
In response to regular progress meetings during the planning cycles, continual adjustments are made to both the Advisory and an individual student's Learning Program and timetables. As a result of these processes, each Advisory and Student Learning Program is unique, flexible, and constantly evolving. It delivers essential year-level learning experiences while responding to each student's individual needs and interests, ensuring a personalised experience for every student and advisory class.
35
LEARNING IN THE SILKWOOD WAY Supporting the Learning Program is 'Learning in THE SILKWOOD WAY'. This is the unique approach to pastoral care. It encompasses the way we lead and organise our campuses, 'how' students learn together (our student culture) and are supported with their wellbeing and learning. We know that it is vital for the success of our Learning Design that each student feels empowered on their Silkwood learning journey - 'Learning in THE SILKWOOD WAY' defines 'how' this looks. It incorporates: THE SILKWOOD WAY ADVISORY MODEL The way we lead and organise our campuses to ensure we have small learning communities. THE SILKWOOD WAY DEVELOPMENTAL PHASES How we bring about an age-appropriate (developmental) focus, approach, and feel to student learning. THE SILKWOOD WAY MOMENTS THAT MATTER Our intentionally created traditions that acknowledge, celebrate, and honour a student’s journey. THE SILKWOOD WAY STUDENT LEARNING CULTURE How we create an environment that enables students to: Self-manage Focus on learning Learn together respectfully Strengthen and support their social and emotional development
36
THE SILKWOOD WAY LEARNING DESIGN IN A NUTSHELL THE SILKWOOD WAY LEARNING DESIGN
To sum this up – 'The Silkwood Way' Learning Design brings our Vision through 'The Silkwood Way' Aims to life.
LEARNING PRINCIPLES
It begins with Eight Learning Principles that frame and guide decision making around the Design.
STUDENT’S PERSONAL LEARNING PROFILE
Stepping out our Aims into 'progressions' of learning are THE SILKWOOD WAY Learning Pathways. These form the TSW Learning Journey and are the pathways each student follows to achieve the TSW Aims.
STUDENT LEARNING PLAN CYCLE
Focused on developing Individual Learning Plans (ILPs) for each student
STUDENT LEARNING GOALS Student and Advisor learning plans and cycles develop these progressions into student learning goals.
ADVISORY LEARNING PLAN CYCLE Focused on developing the The Advisory (class) Learning Plan (ALP)
THE SILKWOOD WAY LEARNING PROGRAM
LEARNING IN THE SILKWOOD WAY Supporting the Learning Program is Learning in The Silkwood Way, our unique pastoral care approach. It shapes how we lead and organise our campuses, how students learn and grow together, and how wellbeing and learning are supported across the School.
LEARNING PRINCIPLES This makes up our transformative and unique Learning Design – The Silkwood Way.
37
LEARNING PRINCIPLES
LEARNING PRINCIPLES
LEARNING PATHWAYS
LEARNING IN THE SILKWOOD WAY
OUR PASTORAL CARE APPROACH Our pastoral care approach is defined in our student learning culture. Here we focus on creating the right atmosphere for our students to engage with and progress their learning, which is equally important as providing engaging learning experiences. This is what our Student Learning Culture is all about – creating a school environment which enables students to:
Focus on learning ‘Learn together’ respectfully while.... Strengthening their social and emotional development. Research shows that engaging students in learning that 'they feel' is meaningful is the best way to support students with their mental and emotional wellbeing. Our Students' Individual Learning Plan (ILP) does just that and is therefore the focal point for our Student Learning Culture. We start from this place to grow our student culture and revisit this should challenges arise.
We underpin this focus with:
A DEVELOPMENTAL APPROACH
Student behaviour expectations and processes reflect the developmental stage of the student. These are our developmental phases.
A LEARNING MINDSET
We strike a balance between rules, nurture and care. We place Values and Guiding Principles at centre stage rather than rules and consequences.
AN AUTHORITATIVE STYLE
We understand that behaviour can be improved and progressed, and view this as a valued learning process.
38
THE SILKWOOD WAY STUDENT LEARNING CULTURE
OUR VISION FOR STUDENT BEHAVIOUR Young people want to learn – it is innate in them – therefore, our role is to help them discover and learn more about themselves through:
UNDERSTANDING THEIR IMPACT DEVELOPING A RESPECT FOR SELF, OTHERS, AND THEIR WORLD DEVELOPING MATURE COMMUNICATION AND BEHAVIOUR RESPONSES To achieve this, we approach behaviour development as an integral part of the learning at Silkwood. Just as students set goals around reading, writing and math, they also set goals to develop the personal skills they need for: As such, behavioural development is part of every student's learning at Silkwood and is
Healthy Thinking
included in their Individual Learning Plan Positive
(ILP). The centrepiece of our Student Learning Culture
is
focusing
on
behaviours
that
support a safe, caring and growing learning community.
39
Connecting with Others
Habits
Engagement with learning
LEARNING IN THE SILKWOOD WAY IN DETAIL
STUDENT LEARNING CULTURE Student learning culture is support through our:
AND
Student Values
Guiding Principles
Our four student values are:
Being Connected
Learning Courageously
Thinking Innovatively
Living Respectfully AND
Each learning community expresses 'what we mean' by these values through ageappropriate Guiding Principles. These then define our expectations for student behaviour through a positive framework rather than through a rules-based approach.
40
LEARNING IN THE SILKWOOD WAY IN DETAIL
DISCOVERY DISCUSSIONS Should a student need to be redirected back to honouring our Guiding Principles, we begin with a discovery discussion. The purpose of which is to: Engage students in their responsibilities of Learning in the Silkwood Way and Support students to make positive changes and the right choices for themselves and others. These discussions may be as simple as refocusing students' attention and reminding them of their responsibilities and expectations or may require a more complex discussion about changes needed to their ILP to: Improve their learning engagement. Support them in aligning their behaviour with our Guiding Principles.
This is a deliberate shift away from traditional schooling behaviour approaches that use the following strategies to manage student behaviour:
Teacher-driven classroom management strategies.
AND
Rules, punishment and rewards to manage behaviour.
In contrast, Learning in The Silkwood Way works in partnership with the Advisor, student and their family to put...
A student’s engagement and progress with their learning plan
AND
Respect for our Values and Guiding Principles
...at the centre of supporting young people to become responsible managers of their own behaviour. This is the cornerstone of success when Learning in The Silkwood Way.
41
“We are more than educators—we are mentors and guides, supporting students to shape their own future.”
42
THE SILKWOOD WAY ORGANISATIONAL DESIGN
43
'THE SILKWOOD WAY' ORGANISATIONAL DESIGN THE BOARD The Silkwood Way schools are owned and operated by a Board. The Board functions as a company limited by guarantee, known as Leading Educational Enterprises Ltd, and as such, must meet all requirements under Australian company law. This company is the governing body and legal proprietor of The Silkwood Way schools. The role of the Board is to uphold the constitution, develop and endorse policy, and oversee the strategic direction and implementation of The Silkwood Way design. Its primary purpose is to enable the organisation to fulfil its Vision, Mission, and Aims. The Board operates solely at a strategic level and does not become involved in, or participate in, day-to-day operational matters. The Board holds an Annual General Meeting (AGM), which includes the election of Board members and the presentation of the Annual Report. This report is published to the school community in June each year. Individuals may submit a nomination to become a Board member prior to the AGM.
THE CEO The Board appoints the CEO as the Organisational Leader, responsible for leading the organisation’s Vision, work, and business operations. The CEO reports directly to the Board, meeting formally four times a year to provide updates on strategic progress, and additionally on an as-needed basis when organisational matters of Board significance arise. The CEO works closely with the Leadership Team to inspire, support, collaborate, coordinate, and drive strategic progress. Together with all Team Members, they ensure a strong connection to—and understanding of—the School’s Vision across the organisation.
44
THE ORGANISATIONAL STRUCTURE AND TEAMS The organisation is designed around four strategic focus areas. These are areas that the organisation has a strategy around to ensure it is progressing, relevant, and sustainable. We call each of these focus areas a Strategic Division. Under these sit operational focus areas referred to as our Operational Departments.
THE STRATEGIC TEAM Each Strategic Division is led by a Strategic Leader. The Strategic Team is made up of the four Strategic Leaders and the CEO. Most of this Team's time is focused on supporting the implementation of the organisational strategy and overseeing the operational work. They are the smallest team, as their work is focused on long-range goals that create significant organisational change.
THE IMPLEMENTATION TEAM The Implementation Team is the largest as it attends to all the day-to-day operational tasks needed to run the organisation. This Team is organised into smaller Operational Teams with Team Leaders.
THE LEADERSHIP TEAM The Strategic and Operational Department Leaders make up the School's Leadership Team. The Leadership Team focuses on ensuring that the organisation's operations have the systems and resources they need to attend to the day-to-day work of the School and that strategic progress is implemented sustainably for the Implementation Team.
45
46
THE SILKWOOD WAY ORGANISATIONAL UPDATE
47
EXTRA-CURRICULAR ACTIVITIES Silkwood is committed to providing extra-curricular learning opportunities for children. Putting this commitment into action, we offer a range of extra activities and services to the community and students. The opportunities offered are not complete; this area is a work in progress, and we hope to have more activities on offer over time. Silkwood offered the following extra activities to students in 2025: Specialist Music Lessons Active After-School Sports Program Before and After School Care Student African Drumming Parent-Child Groups (Playgroups) Orchestra/Ensemble, Band, Choir and Piano Break-time activities A Taekwondo Program
48
STUDENT ACHIEVEMENTS Silkwood is proud of all its student and teaching achievements. We believe every day offers something to be honoured in both areas. While we acknowledge awards and prizes as extrinsic recognition of the work the students and the Team do here, we prefer our focus to be on the effort students and teachers put in every day towards their growth and learning plans. This is the essence of true achievement. In saying this, some things require an added effort of personal time that creates extra magic for our School. We honour these efforts by acknowledging these things in this achievement section. We thank all the people who played a part in these achievements. Extraordinary things happen because of people like them! Representative School Sporting Pathways Attended a District Trial (representing the School)
Elyssa B. – 10–19yrs Swimming
Attended a Regional Trial (representing Broadwater District)
Lara S. – 10–19yrs Swimming
Lara S. – 10–19yrs Swimming
Maxwell P. – 13–15yrs AFL
Harry M. – 13–15yrs Rugby League
Taika H. – 15–19yrs Cricket
Max E. – 13–15yrs Rugby League
Joshua K. – 15–19yrs Cricket
Maxwell P. – 13–15yrs AFL
Indigo D. – 16–19yrs Soccer
Taika H. – 15–19yrs Cricket
Sienna K. – 10–19yrs Swimming
Joshua K. – 15–19yrs Cricket Archie C. – 10–12yrs AFL
Bree R. – 16–19yrs Basketball Billy W. – 12–14yrs Baseball
Levi S. – 10–19yrs Swimming
Beau R. – Cross Country
Indigo D. – 16–19yrs Soccer
Seth S. – Athletics
Sienna K. – 10–19yrs Swimming
Beau R. – Athletics
Benjamin G. – 16–19yrs Basketball
Tyler M. – Athletics
Bree R. – 16–19yrs Basketball
Beau R. – Cross Country
Billy W. – 12–14yrs Baseball
Evie M. – Cross Country
49
Attended a State Trial (representing South Coast Region)
Indigo D. – 16–19yrs Soccer
SCHOOL SPORTING OPPORTUNITIES Throughout the year, students were offered a range of opportunities to participate in interschool sport, gala days and sporting tournaments. While Silkwood does not maintain permanent sporting teams, students are invited to join teams formed for specific events, allowing them to explore new sports, develop their skills, represent the School and experience the benefits of teamwork, competition and active participation. Silkwood sent: 3 x netball teams 2 x soccer teams 1 x touch football team
Primary Interschool Sport
Term 1 Independent Schools Cup-Volleyball (1 x senior team + 3 x Junior teams) Junior Division winners Term 2 Independent Schools Cup - Futsal: Junior Division Winners Senior Division Runners Up
Middle /Senior Interschool sport
Term 2 Independent Schools Cup - Futsal: Junior Winners - (4 x Junior teams + 1 x senior team) Term 4 Independent Schools CupBasketball (2 x senior teams) QLD Oztag tournament (3 x teams in attendance from year 5-year 11) NRL Tag Day NFL Gala Day Kings Touch tournament (Year 6)
Extra opportunities offered
50
STUDENT ACHIEVEMENTS Creativity, Innovation and Achievement A key part of The Silkwood Way is creating opportunities for students to discover their strengths, pursue areas of interest and engage with experiences beyond the classroom. Throughout the year, students and team members were recognised for their involvement, contributions and achievements across a range of fields, including the performing arts, entrepreneurship, community service and personal development.
2025 HOTA Student Cultural Award Charlotte Hydes 2025 Gold Coast Eisteddfod: All five music groups achieved either silver or gold ratings (meaning that in terms of technique and points, they all sat between 75%-95%) Three of the groups achieved 3rd Place (Senior Strings, Intermediate Strings and Hummingbird Choir) Senior Singers – Highly Commended Future Anything In Semester Two, Middle School students participated in Future Anything, a program that supports young people to develop entrepreneurial thinking through real-world learning experiences. Year 8 students explored opportunities to create their own side-hustles, while Year 9 students developed ideas aimed at addressing real-world social challenges. In our first year participating in the program, students embraced the opportunity to turn their ideas into action. Mia, a Year 9 student, was selected from thousands of participants as a national finalist for her Pin-Pals initiative, designed to connect people experiencing mental health challenges. Her idea has also attracted interest from a leader involved in the Brisbane 2032 Olympic and Paralympic Games. Other Year 8 and 9 students received national People's Choice recognition for a range of innovative ideas, from a sports-focused app to a program designed to strengthen connections between fathers and their children. The experience culminated in a Middle School Entrepreneurship Fair, where students shared their ideas and learning with families and the wider community.
Marc Tidd (Staff Member) was recognised with a National Trailblazer Teacher award, following several nominations from students.
51
WORKING IN PARTNERSHIP – OUR WONDERFUL FAMILIES Choosing the right education for your child is a significant decision, and we appreciate that partnering with a school is both a meaningful commitment and an important relationship. At Silkwood School, we're committed to walking alongside our families throughout their journey, building strong connections between school and home through communication, collaboration, and shared experiences. Our families continue to play an important role in their child's learning journey through goal setting, feedback, celebrations and participation in school life. Through community gatherings, social connections and Silkwood's "Moments that Matter", we continue to strengthen the sense of belonging that sits at the heart of The Silkwood Way.
THE SILKWOOD COMMUNITY CARE ASSOCIATION (SCCA) The SCCA remains committed to its Vision of:
V I S I O N
Creating opportunities for families to connect, belong, and engage with The Silkwood Way.
In 2025, the SCCA welcomed Nicole McGregor as the new President of the Executive Team, working alongside long-standing Executive Team members Cara Campbell as Secretary and Bec Wharton as Treasurer. Together, the team worked closely throughout the year to support new initiatives, oversee community fundraising and continue strengthening family connection and engagement across the school community. The Silkwood Community Care Program (SCCP) continued to play an important role in supporting families through the Class Carer Program, helping families build relationships, access support and navigate their journey within the Silkwood community. The program also continued to support communication flow between school and home, classroom volunteering, event support and family onboarding. Throughout 2025, the SCCA once again delivered several highly successful community events. Mothers', Fathers' and Grandparents' Day Breakfasts continued to grow in attendance, reflecting the strong sense of connection and community valued by Silkwood families. The Community Bush Dance also returned as a much-loved highlight of the school calendar. Year 12 students played an active role not only in leading the catering for the event as a fundraiser for their formal celebrations, but also in supporting event organisation and management alongside the SCCA team. Overall, 2025 was a positive and productive year for the SCCA, with the Executive Team continuing to nurture the relationships, support and community spirit that underpin The Silkwood Way.
52
2025 SCCA CASH SUMMARY The SCCA income for 2025 was $6328.16, with expenses of $12,881.62, resulting in an overall surplus of $5,786.96. See a breakdown of the Cash Summary below: For the year ended 31 December 2024 Income
2025
2024
Variance
Fundraising Income Bunnings Sizzle
$0.00
$1,451.26
-$1,451.26
Fundraising Income Bushdance
$0.00
$6,888.00
-$6,888.00
Fundraising Income JollySocks
$358.16
$447.88
-$89.72
Fundraising Income SCCA Kick Off
$0.00
$2,000.00
-$2,000.00
Fundraising Income Trivia
$0.00
$1,000.00
-$1,000.00
Income Silkwood Support - Non Food Fundraising
$0.00
$300.00
-$300.00
Second Hand Uniform Income
$2,270.00
$2,781.44
-$511.44
Tuckshop income
$3,700.00
$3,800.00
-$100.00
Total Income
$6,328.16
$18,668.58
($12,340.42) -66.10%
Less Expenses
2025
2024
Variance
Accountancy Fees
$90.02
$640.00
-$549.98
Administration and Training Costs
$0.00
$2,000.00
-$2,000.00
Donations
$0.00
$2,740.00
-$2,740.00
$667.85
$0.00
$667.85
$0.00
$783.23
-$783.23
$2,578.00
$3,716.65
-$1,138.65
Fundraising Expense Trivia
-$30.00
$500.00
-$530.00
General Expenses
$120.75
$360.26
-$239.51
Gifts for Teachers / Class Carers / Parents
$142.00
$1,222.54
-$1,080.54
$0.00
$1,132.19
-$1,132.19
Subscriptions
$195.05
$0.00
$195.05
Uniforms
-$60.00
-$213.25
$153.25
$3,703.67
$12,881.62
($9,177.95) -75.25%
$2,624.49
$5,786.96
($3,162.47)
Food - Non-Fundraising Events Fundraising Expense Bunnings Sizzle Fundraising Expense Bushdance
Non-Fundraising Events KICKOFF
Total Expenses
Net Profit
PARENT EDUCATION AND INVOLVEMENT Research indicates that children achieve better educational outcomes when there is a robust partnership between home and school. At Silkwood, we are committed to fostering a culture that educates the entire family. We respect the individual choices made in each home and strive to provide families with the knowledge and resources needed to make informed decisions that align with Silkwood's educational goals for their children. In 2025, the following parent community events were offered: Time and Space (Year 7) Transition ceremonies for students moving from one learning community to another Art and Craft classes Festival opening ceremonies Emergent reading program The Silkwood Way - Parent Information Course Cyber Safety Courses Mid-year and end-of-year music concerts Eisteddfod performances Parent and Carer transition information sessions to support families with a move from one Learning Community to another. Parents were involved in supporting the following activities: Class reading programs New parent morning teas Class Carers group Organising fundraising events Handcraft helpers in the class Sports programs. Excursion volunteers
54
STAFFING OVERVIEW STAFF COMPOSITION Part-time
Full-time
Male
0
12
Female
5
40
Male
5
10
Female
20
25
1
1
Teaching
Non-Teaching
Indigenous
TEACHING QUALIFICATIONS
100% 80% 60% 40% 1%
18%
93%
38%
37%
D oc to ra te
M as te rs
de gr ee
D ip lo m a
Ce rt ifi ca te
20%
B ac he lo r's
0%
55
STAFF ATTENDANCE RATE The following table shows the average staff attendance based on unplanned absences of sick and emergency leave periods of up to five days: Number of Staff
Number of School Days
Total Days Staff Absences
Average Staff Attendance Rate
131
199
1434
94.5%
The attendance rate for part-time, permanent and school leaders was 94.5% in 2025.
EXPENDITURE ON AND TEACHER PARTICIPATION IN PROFESSIONAL DEVELOPMENT Due to the unique nature of The Silkwood Way, we manage most of our professional development. The total funds expended on teacher professional development in 2025 were $141,267, or $1,087 per team member. The teaching staff's involvement in Professional Development activities during 2025 was 100%.
56
GOVERNMENT-REPORTED STUDENT OUTCOMES
CHARACTERISTICS OF STUDENT POPULATION
48.8%
Male
50.7%
Not
0 . 5 1 % disclosed
Female
2 . 2 % Indigenous
AVERAGE STUDENT ATTENDANCE RATE The average student attendance rate in 2025 was 88.7% with previous rates included 1
in table below: 2025
2024
2023
2022
88.7%
89.1%
87.99%
88.9%
Total number of students
Number of school days in Total number of the program year student absences
Average Attendance Rate %
764
196
88.7%
14,830
1. Attendance continues to be impacted by seasonal illnesses among the student population; however, it is trending closer to the 90% benchmark. 2. The total number of students is measured at the August Census compiled on 1 August. 811 students were enrolled throughout the year and are counted in the average attendance rate. 3. Total school days x No Students = 158,956 2
3
SYSTEMS FOR MANAGING ABSENTEEISM 1. Rolls are taken electronically during the morning, middle, and afternoon sessions. 2. Parents of students who are absent without reason are contacted through SMS. 3. Once a week, the Heads of Schools are provided a weekly attendance report. Unexplained absences that do not fit the rationale for approved absences are followed up. 4. Any unusual or questionable absences from this process are dealt with in the following way: A formal letter is sent if there is no improvement, and a meeting is arranged. If there is no improvement, then details are reported to the Department of Education.
57
NAPLAN RESULTS NAPLAN is a standardised test mandated by the government once a year, and results are delivered months after the test. For these reasons, we do not support the notion that NAPLAN fairly represents the sum of any school's or student's academic results nor adds value to our student learning outcomes. Our students work on Math and English learning progressions (as opposed to year-level curriculums). We use these to help students progress through individualised learning plans rather than standardised year-level learning programs. We assess individual progress using various modern and traditional best-practice assessment processes. This gives our teaching team, students, and families a more accurate picture of how each student progresses than NAPLAN testing. Generally, Silkwood has a lower rate of students participating in NAPLAN than other l schools because many of our parents exercise their right to opt-out. For this reason, we often see dramatic changes year by year in our data. As well as NAPLAN data not being valuable for measuring individual student progress, our low participation rates llalso make it an unreliable and inconsistent measure of our schools' academic outcomes.
58
2025 NAPLAN REPORT DATA YEARS 3, 5, 7 AND 9 Average Score (State)
Average Score (National)
Avg National Score
Student Participation
2024
2025
2024
2025
2025
Year 3
27%
413
433*
393
392
402
Year 5
44%
508
502*
485
483
492
Year 7
55%
565
519
525
527
538
Year 9
41%
531
589*
554
556
568
Year 3
27%
407
422*
404
398
414
Year 5
46%
519
455
471
464
480
Year 7
58%
520
526*
527
525
538
Year 9
49%
542
555
560
564
575
Year 3
27%
433
422*
391
391
405
Year 5
44%
489
479*
477
476
487
Year 7
55%
543
534
532
532
542
Year 9
41%
564
559
561
561
569
Reading
Writing
Spelling
Grammar and Punctuation Year 3
27%
414
429*
398
393
408
Year 5
44%
493
495
492
487
497
Year 7
55%
523
522
529
530
539
Year 9
41%
534
536
548
549
559
Year 3
29%
401
423*
396
394
405
Year 5
44%
482
488
481
480
492
Year 7
55%
534
524
530
534
545
Year 9
38%
546
541
554
559
573
Numeracy
Notes: I.46% of Silkwood Students participated in NAPLAN in 2025, compared to 32% in 2024. II.The Myschool website indicates that a school's NAPLAN test must have a minimum of 11 participants and an 80% participation rate for a comparison to be available. Silkwood's participation did not meet these thresholds, so the data should not be used to compare schools.
59
YEAR 12 OUTCOMES In 2025, 50 students graduated from Silkwood. All graduates completed their Silkwood learning journey, with post-school pathways including university, vocational education, employment and other individual pathways. The following are their post-school pathways.
ENTERPRISE
UNIVERSITY & TERTIARY
5% 26%
YEAR 12 POST-SCHOOL PATHWAYS
WORK AND TRAVEL
60
68%
YEAR 12 FORMAL
61
SCHOOL FINANCE Net operating profit for the 2025 financial year was $844,035. The school experienced another solid financial year better than budget expectations. Please refer to the My School website http://www.myschool.edu.au/ for further information.
Capital Income 3%
SOURCE OF INCOME Fee Income 27%
Recurrent Government Grants Fee Income Capital Income Other
Recurrent Government Grants 67%
SOURCE OF EXPENDITURE Staff Costs 72%
AdminICT 4%
Site
Educational 8%
Other Staff Costs 8% Educational 8% Site and Facilities 5% Administration 4% ICT 3%
Staff Costs 72%
62
Other Staff Costs 8%
NET OPERATING PROFIT/(LOSS)
$3,500,000.00 $3,000,000.00 $2,500,000.00 $2,000,000.00 $1,500,000.00 $1,000,000.00 $500,000.00 $0.00 2025
2024
2023
63
2022
2021
PARENT SATISFACTION Each July, we invite families to share feedback about their experience, satisfaction and engagement with the school. In 2025, Silkwood partnered with MMG Education to deliver a newly redesigned Parent Feedback Survey, providing a more contemporary and strategically aligned approach to gathering community feedback and insights. Working alongside MMG Education provided access to specialist expertise and detailed data analysis, enabling the Leadership Team to better understand the experiences and perspectives of our families. The enhanced survey structure, aligned with The Silkwood Way, delivered deeper and more meaningful insights to inform future planning, decision-making and ongoing school improvement.
SURVEY METRICS Administered: July 2025
Participation Rate: 37% (Highest rate in 5 years)
SURVEY SCORING Rating Category
2025
2024
Status
Going Great (4-5)
78%
78%
Stable
Requires Focus (3-4)
22%
22%
Monitor
Requires Intervention (<3)
0%
0%
Stable
Insight: Parent satisfaction has held at a high-performance plateau, demonstrating stability and strong alignment with The Silkwood Way. No intervention-level concerns have been reported for four consecutive years.
64
SCHOOL FEEDBACK SURVEY DATA SUMMARY
Key Area
2025
Trend
Student Wellbeing
83%
Improving
Strong
Learning Environment & Resources
82%
Improving
Strong
Advisory Culture
82%
Improving
Strong
Working in Partnership
78%
Slight Softening
Strong
School Communication
78%
Holding
Monitor
Leadership and Direction
76%
Flat
Monitor
The Silkwood Way Learning Program
76%
Improving
Monitor
Specialist Learning
73%
Improving
Priority Focus
Student Progress
71%
Variable
Priority Improvement
Status
DATA INSIGHTS All domains remain above 70%, indicating consistently positive parent confidence. Wellbeing, Learning Environment, and Advisory Culture remain the strongest anchors of the parent experience. The lowest-scoring areas map directly to existing 2026 improvement priorities (reporting clarity, Specialist Program consistency, leadership visibility).
COMMUNITY STRENGTH INDICATORS Top 3 Positive Drivers (from qualitative themes) 1. Strong student–Advisor relationships and a sense of being known 2. Positive wellbeing culture and relational support 3. Improved learning clarity and broader curriculum strengthening Key Improvement Themes (from comments) 1. Reporting & Student Progress Clarity (Most Frequent Theme) Parents value exhibitions but seek clearer insight into progress over time. Improvement Action: Learning Progressions & Pathways delivered end of 2025 and implemented in 2026.
65
SCHOOL FEEDBACK SURVEY DATA SUMMARY CONTINUED 2. Leadership Visibility & Communication Particularly Middle/Senior families want more regular communication and visibility. Improvement Action: Strengthened leadership presence and communication channels planned for 2026. 3. Specialist Learning Clarity Desire for consistency and a clearer purpose within PLPs. Improvement Action: Specialist curriculum review changes embedded into 2026 operational priorities. 4. Communication Systems Families need a single reliable platform for information. Improvement Action: Veracross + Digistorm integration expected to improve scores in 2026.
BOARD SUMMARY Rising participation indicates stronger engagement and trust in the survey process. Parent satisfaction remains strong, stable, and aligned to organisational direction. Parent priorities identified in the 2025 data are already embedded in 2026 improvement planning, including: Learning Progressions (reporting clarity) Strengthened communication systems Leadership visibility Specialist clarity and integration No risks requiring intervention have been identified.
66
ULURU ULURU
YEAR 12 REAL WORLD LEARNING ADVENTURE 67
YEAR 9 TASMANIA ADVENTURE
68
STRATEGIC PLAN 2023 - 2028
69
TEACHING AND LEARNING STRATEGIC PROGRESS
STRATEGIC OUTCOMES The Silkwood Way is a transformative learning design that delivers on our Aims. This means: Students feel confident about and are engaged in their learning journey. Student interests have been expanded and explored. Students' Personal Learning Profiles are the starting point for all learning decisions. Students value what they are learning and connect to peak moments. Students are challenging themselves to progress and can demonstrate their growth. Students connect their learning to the real world.
Strategic Goal: Implement The Silkwood Way Learning Design
Objective:
Provide Advisors with: Effective training. Clarity of expectations. Well designed and streamlined planning, processes and procedures. Effective resources and learning spaces. To enable creativity and autonomy over their advisory whilst successfully delivering The Silkwood Way. Leader Responsible
Start Date
Finish Date
Progress %
Implement - The Silkwood Way Learning Pathways & Planning Guide
CEO
Oct-23
Mar-26
95%
Implement - The Silkwood Way Learning Design Strategy Guide
CEO
Oct-23
Mar-26
95%
Head TLD
Jan-23
Jun-26
60%
Implement - The Silkwood Way Developmental Framework Guide
CEO
Mar-25
Apr-26
80%
Implement - The Silkwood Way Exploring Learning Program Guide
Head TLD
Sep-23
Jan-26
75%
Implement - The Silkwood Way EPIC Learning Program Guide
Head TLD
Jan-24
Jun-26
20%
Implement - The Silkwood Way 21st-Century Numeracy Learning Program Guide
Head TLD
Jan-24
Jun-26
50%
Implement - The Silkwood Way 21st-Century Communication Learning Program Guide
Head TLD
Jan-24
Jun-26
50%
Implement - The Silkwood Way Discovery Learning Program Guide
Head TLD
Jan-24
Jun-26
5%
Implement - The Silkwood Way Early Years Learning Program Guide
Head of EL and Junior School
Oct-23
Oct-25
50%
Implement - The Silkwood Way Learning Enrichment Strategy Guide
Head TLD
Jan-23
Jun-25
75%
Implement - The Silkwood Way Moments That Matter Program Guide
Head TLD
OOct-24
Dec-26
50%
Strategic Initiatives
Implement - Learning in The Silkwood Way Guide
70
MARKETING AND COMMUNITY RELATIONS STRATEGIC PROGRESS
STRATEGIC OUTCOMES We are seen as educational influencers, working in partnership to make a difference in the world. This means: We are active contributors in our local community. Our school community feels valued and connected to our Vision. Our families work in partnership to progress student learning. Mentorship is valued as a way of positively impacting the world. We actively work with our Alumni to share their experiences. Our reputation creates demand beyond what we can offer.
Strategic Goal: Implement 'The Silkwood Way' Community Relations Strategy To strengthen family–school partnership in achieving our Aims by delivering a Family Onboarding, Communication & Engagement Strategy that:
Objective:
Builds family confidence in supporting learning The Silkwood Way. Expands family understanding of our learning design. Creates connection and a sense of belonging within our community. Inspires and supports families in their parenting journey as co-educators.
Strategic Initiatives
Leader Responsible
Start Date
Finish Date
Progress %
Implement - A Guide to Discovering The Silkwood Way
MCR Leader
Sep-23
May-24
100%
Implement - The Silkwood Way Onboarding Journey
MCR Leader
Oct-24
Sep-26
30%
Strategic Goal: Implement 'The Silkwood Way' Marketing and PR Strategy Enable the world to clearly understand and meaningfully engage with The Silkwood Way by:
Objective:
Extending our reach and building purposeful partnerships that amplify our vision and values. Connecting with our market clearly, consistently, and accessibly to deepen understanding and inspire enrolment. Strengthening a recognisable, trusted, and values-aligned brand identity that reflects who we are and what we stand for. Empowering our team and community as confident brand ambassadors who communicate The Silkwood Way with authenticity and pride.
Strategic Initiatives
Leader Responsible
Start Date
Finish Date
Progress %
Implement - A Mentor's Guide to The Silkwood Way
MCR Leader
Jan-23
Jun-27
0%
Complete a 3-year Marketing and PR Plan
MCR Leader
Jan-25
Dec-26
40%
Develop the Implementation Plan for the 3-year Marketing Plan
MCR Leader
Jan-26
Jun-27
20%
71
TEAM AND CULTURE STRATEGIC PROGRESS
STRATEGIC OUTCOMES We provide a safe, engaging work environment where people are empowered to grow and develop in ways that support our Vision, Mission and Aims. This means: Our people are focused on the long-term success of themselves and the organisation. We celebrate growth and actions that contribute to the success of the Team and organisation. People have the clarity, support, and training to work in The Silkwood Way. Our team culture creates a reputation and demand as an employer of choice. Team members are remunerated in line with industry expectations and progress with 'Working in The Silkwood Way'.
Strategic Goal: Implement Working in 'The Silkwood Way'– Our Team Culture Design and implement a supportive, principled, and innovative workplace culture that aligns with our Vision, Mission, and Aims so Team Members can:
Objective:
Work and learn in a meaningful, purpose-driven environment. Build a healthy and sustainable work–life balance. Make a positive impact on students and contribute to The Silkwood Way learning journey. Be recognised, celebrated, and rewarded for their growth and contribution in Working in TSW.
Strategic Initiatives
Leader Responsible
Start Date
Finish Date
Progress %
Complete Working in 'The Silkwood Way'– Team Culture Strategy Guide
T&C Leader
Feb-26
Oct-26
50%
Develop the implementation guides/handbooks for Working in The Silkwood Way
T&C Leader
Feb-26
Nov-26
5%
Develop the Team onboarding workshops for The Silkwood Way Strategy Guides
T&C Leader
Jan-27
Dec-27
0%
Develop the Team Onboarding Framework
T&C Leader
Jan-26
Aug-26
20%
Implement the Role Handbooks for The Silkwood Way Organisation Team Roles
T&C Leader
Feb-26
Aug-26
10%
72
BUSINESS DEVELOPMENT AND OPERATIONS STRATEGIC PROGRESS
STRATEGIC OUTCOMES Our organisational Design supports the successful delivery of The Silkwood Way. This means: We have a sustainable business model that provides multiple revenue streams. People have the information and systems they require to do their work well. Our fee strategy reflects the value of The Silkwood Way and provides opportunities for motivated families to join our community. Our Team thinks and acts like a business partner. Systems are best fit for their purpose, streamlined, user-friendly, and efficient.
Strategic Goal: Improve the effectiveness and efficiency of the organisational systems To improve the sustainability of the organisation by:
Objective:
Improving current administration systems. Researching 'new' systems to manage work tasks. Developing systems to support the Silkwood Team to understand how their work impacts the organisation's bottom line and goals. Supporting less waste and more efficient use of resources.
Strategic Initiatives
Leader Responsible
Start Date
Finish Date
Progress %
Implement - A document management strategy
BDO
Oct-23
Dec-24
85%
Implement - SEQTA (Student Learning Management System)
BDO
Oct-23
Jun-26
50%
Implement - The Silkwood Way financial strategy, business plan and systems
Finance
Oct-23
Sep-25
50%
Implement - A system to manage our strategic and annual planning
BDO
Jan-26
Sep-26
25%
Implement - A system to manage our 90 day and day-to-day planning
BDO
Jan-26
Sep-26
0%
Implement - A system to manage our coaching processes
BDO
Jan-26
Jun-26
20%
Implement - The Leadership Handbook Leadership Reporting and Organisational Benchmarks
BDO
Sep-23
Dec-25
10%
Implement - A system that allows oversight for the Board of our organisational compliance requirements
BDO
Jan-26
Dec-26
65%
73
BUSINESS DEVELOPMENT AND OPERATIONS STRATEGIC PROGRESS
Strategic Goal: Improve Diversity, Secular and Indigenous Perspectives in the organisation Objective:
Develop an organisational strategy that supports the progress of inclusivity, diversity, and indigenous ways of learning.
Strategic Initiatives
Leader Responsible
Start Date
Finish Date
Progress %
Write the organisational secular, inclusivity, diversity, and Indigenous integration strategy.
BDO
Jan-27
Dec-27
0%
Implement TSW Implementation Guidebook – Supporting Inclusivity, Diversity, and Indigenous Integration in the Learning Program
HTLD
Jan-27
Dec-27
0%
Strategic Goal: Expand Business Opportunities Find alternative income streams to:
Objective:
Support and expand our Vision. Enable school fees to be kept accessible. Ensure wages are at market level.
Strategic Initiatives
Leader Responsible
Start Date
Finish Date
Progress %
Implement - A strategy to sell our educational knowledge and expertise
BDO
Jan-26
Dec-28
0%
Implement - A strategy to expand specialist senior school advisories and Virtual Learning
BDO
Jun-24
Jan-27
0%
Open a Childcare Centre
BDO
Jan-23
Jan-27
70%
74
75
(07) 5655 0300 | www.silkwood.qld.edu.au | info@silkwood.qld.edu.au