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The
Strategic Results Projects
What
were they?
What were the results?
What
can we learn from them?
What
were they?
In
December 1997, the Australian Government launched a series
of Strategic Results Projects (SRPs) related to education
and training for Indigenous students.
Around $13 million was provided to State
and Territory government and non-government preschool, school,
and VET sectors for a range of short (one year), sharply-focused
initiatives related to literacy, numeracy, vocational education
and other areas of education and training delivery.
Those submitting for projects were asked
to address the question — What changes to education
and student support delivery practices will result in improved
Indigenous student learning outcomes within a relatively short
period of time?
There were 83 SRPs, focusing on a wide
range of topics (and, frequently, more than one) including:
- home to school transition
- transition from the primary to secondary
years
- supporting students in the secondary
years
- older students re-entering education
and training
- student mobility
- building skills in early childhood
education
- literacy in Standard Australian English
- Indigenous languages
- using information and communication
technologies
- numeracy
- arts education
- vocational education and training (VET)
in schools
- VET in Colleges, and
- training in the justice system.
They ranged in scale from small single-site
operations to large systemic initiatives. Thirty-one projects
operated at more than one site (approximately 320 sites across
Australia in total) ranging from inner urban areas of capital
cities to remote outback areas. Approximately 3800 students
were directly involved.
The work was not conducted in ‘exceptional
circumstances’, meaning carefully controlled and favourable
situations. It was carried out in ‘normal’ preschools,
schools and training institutions, under conventional conditions.
The strategies adopted could not be generally
described as innovative or unusual, although, in context,
they may have been both. The results were achieved by people
working more intensively with strategies that are widely familiar,
that could be described as conventional good practice and
that are readily portable to other similar contexts.
One of the initiative’s distinctive
features was that each project was required to set targets
for achievement, and to establish baseline data from which
results could be measured. Each project reported in these
terms.
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