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Cultivating the next generation of Filipino leaders

Kelly Salance

In 1967, less than a year before his assassination, Martin Luther King Jr. said, “It’s all right to tell a man to lift himself by his own bootstraps, but it is a cruel jest to say to a bootless man that he ought to lift himself by his own bootstraps.”

While King’s response referred to the daunting circumstances faced by African-Americans in the United States, it’s not difficult to apply the civil right leader’s statement to any disenfranchised community trapped in the cycle of extreme poverty. In the Philippines, for example, more than one-third of children cannot afford to enroll in secondary school, effectively ending their education at grade six. And in a global economy that demands technical and communication skills in order to compete, that struggle to obtain education means diminished prospects for thousands of Filipino children.

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However, that’s a fate Gawad Kalinga refuses to accept. In 2014 the NGO established the School for Experiential and Entrepreneurial Development (SEED), which focuses on teaching students character development, enterprise management, communications, business math, and agriculture (and then pairs students with enterprises to further develop their skills). Moreover, the organization has also partnered with Zendesk on the Cultivate program, which augments Gawad Kalinga’s curriculum by offering courses in academic, professional, and behavioral competencies.

“There are a lot of reasons why a huge percentage of Filipinos do not have access to quality education,” says Aya Daisa Babela, Zendesk’s Cultivate curriculum architect. “This does not only happen in the secondary school and college level—some Filipinos do not even get the chance to finish their elementary school years. It is a sad reality, but many of these factors are deeply rooted in poverty. The cost of quality education is too high for most families to afford, and the priority for parents and even children is to put food on the table.”

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Gawad Kalinga and Cultivate serve to bridge the competency gap between what’s being taught in Filipino schools and what employers need in the workforce, Babela says. “In my years of training adults, there is a huge number of fresh graduates that still need additional training in English communication skills,” she says. “There are a lot of business process outsourcing (BPO) companies here that hire young adults that can speak and write English well to provide all kinds of customer service via different channels such as phone, email, and chat. However, many companies have to implement near-hire programs that bridge that competency gap and teach vital skills in the workplace such as communication and personal development skills.”

While Cultivate targets employable skills, it also serves to help students unlearn poor cultural self-image. “When we talk about personal development skills, I am deeply passionate about leveraging the Filipino identity,” Babela says. “Many Filipino students feel that they are inferior to other cultures, and through personal development classes we try to discover the strengths of their identities as Filipinos and the values that we can bring to the table.”

That emphasis on cultural pride complements Cultivate’s efforts to instill resilience in the students and an overall sense of cultural competency. “Cultural competency, which we define as understanding their strengths as Filipino youths and leveraging them as they work with different cultures, will become a prevalent theme in all workshops,” Babela says. “This is especially relevant to SEED students as they frequently interact with people of different nationalities. They have the capacity to capitalize on Filipino values and excellence to become culturally competent in a world without borders.”

Our first batch of Cultivate scholars on graduation day at Zendesk. 

Our first batch of Cultivate scholars on graduation day at Zendesk. 

Zendesk mentors have begun to notice changes in the students, ranging from increased confidence in public speaking to improvements in neutralizing their accents in English. The second class of SEED students will start the Cultivate curriculum in August.

“We’re excited to tweak the modules based on the feedback that we got from Zendesk volunteers and Gawad Kalinga,” Babela says. “We are also exploring other partnerships such as Angat Buhay with the Office of the Vice President. At the end of this year, we plan to collaborate with ADB’s Youth for Asia Program. All of our partnerships aim to improve the lives of the Filipino youth with experiential learning.”

#6Hours of Volunteering - Employee Spotlight

Kelly Salance

This year, we are challenging our Zendesk employees, customers and neighbors to participate in 6 hours of community engagement in 2018. Individually, 6 hours is an attainable goal and collectively, if we all volunteer 6 hours, we can make impactful differences in our communities. As part of our #6hour campaign, we spoke with Jeremy Reyes, Incident and Escalations Manager in our Advocacy Organization at Zendesk, about his experiences with volunteering.

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Can you talk about your volunteer experience at Zendesk?

I’ve been volunteering with Zendesk for over five years now. Some of my favorite volunteer activities that I’ve had the pleasure of participating in are delivering meals with Meals on Wheels, taking seniors out for bike rides with Cycling Without Age, lunch service at St. Anthony’s, playing bingo with the feisty seniors of Curry Senior Center, and most recently the Spark mentorship program. It’s been nice being able to try out a variety of opportunities over the years and more recently building longer-term relationships through mentoring.

Why is it important to have time to volunteer at work?

I think it’s especially important to have time to volunteer at Zendesk because we’re located in the heart of the Tenderloin. At first glance, it’s easy to see the blight and homelessness and assume that everyone in the Tenderloin is homeless, has substance abuse or mental health issues. The more time I’ve spent volunteering, I realize that is often a misconception and so many living here are trying their best to make the most out of what little they have. Volunteering with Meals on Wheels, you’ll see that there’s a significant senior population living in shoebox accommodations in SRO’s trying to make the most out of their $800-900 social security or disability benefit. Volunteering with Glide, St. Anthony’s, or ECS, you’ll see that there are just everyday people, like you and me, that no longer have a stable living situation, gainfully employed, or are just trying to find a meal to eat. Volunteering with Spark, or De Marillac Academy, you’ll meet kids that are at a significant disadvantage compared to their peers in other parts of the Bay Area, that are born and raised in the Tenderloin trying to beat the odds and be the first ones in their family to graduate from high school and college.

What impact does volunteering have on your work?

It’s really easy to forget that you’re working at a successful technology company in one of the wealthiest areas in the world. Volunteering keeps me grounded, humble, and balanced. I know we’re huge on humblident at Zendesk, so it definitely keeps me humble about my place in the world.

Volunteering has also been a great opportunity for me to meet new colleagues outside of my own bubble at the office. Having been at the company for five years now, I’ve seen the company grow from 300+ employees to 2000+ employees, I’ve met a number of colleagues I’ve become good friends with through volunteering.

Lastly, I think that volunteering really helps me build and maintain a certain level empathy for others. That applies to the people I might be helping, whether that’s at a CSR event or in my 9-5 role making sure to do right by the customer when things break.

What impact did you make in your 6 hours of volunteering?

For my 6 hours of volunteering this year, I’ve been volunteering 2 hours a week in the Spark Program. Spark brings in middle school students from Willie Brown Middle School in Bayview, a STEM focused school in one of the last affordable parts of the city, to Zendesk for a 10-week program. Mentors work with their mentees on a hands-on project, all while providing career and skills building opportunities with their mentee. We’re still working on finalizing our project, but all I can say that the movie Black Panther was a huge influence on our project.

Do this, Not That - Volunteering

Kelly Salance

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Megan Trotter, our Senior Global Community Programs Manager at Zendesk, shares her insights on volunteering in the workplace.

Raise your hand if your company has done a “Day of Service.” You know, the day where 50+ employees volunteer at a local nonprofit, clad in their company t-shirts, picking up garbage, painting a playground, cleaning up a beach. Typically, a barrage of tweets and Facebook posts follow, touting a staggering, albeit impressive number of volunteer hours they’ve managed to wrack up in a single afternoon. Yep, we see a lot of hands.

Name any company and I’m sure that this has been their go-to for engaging in their communities. We’ve done it too. While this can seem like a quick and easy way to engage your workforce in the community, large-scale volunteer events often do not work because they are taxing on the nonprofit and do not promote authentic, deep community participation.

As a former nonprofit program manager, I know the amount of work, time, and energy that it takes to help a company participate in a large-scale volunteer activity.

“Oh, you want to bring 100 employees to my program that only really needs 20 volunteers, you say.”

Cue headache.

The problem is large-scale volunteering usually involves creating new programs, new projects, and new ways to get people engaged. In other words, these are one-offs that are out of rotation with what a nonprofit typically offers. While sometimes, this can result in new, exciting, and innovative programming, more often than not, it's just busy work to make the employee feel like they are making an impact. Why would we want to make our nonprofit partners work harder to meet our demands, rather than let them lead the way? Moreover, big days of service usually mean the nonprofit “benefitting” from all that time and attention has to create a special time of day when the guests or clients they serve aren’t around. This means you can’t make that emotional connection with the people you are actually trying to serve. If your dream is to rebuild a school’s playground, it is a certainly worthy cause, and I’m not suggesting you don’t do that. But the chances you’ll meet the kids and teachers who benefit from such a project are zero to none. So if you can’t do anything but go big, do your best to go small later on. You’ll actually meet the folks on the receiving end of your generosity, and that is a moment so powerful, you’ll be energized to do more.

A group of four Zendesk employees volunteering at our non-profit partner,  Curry Senior Center,  in San Francisco.

A group of four Zendesk employees volunteering at our non-profit partner, Curry Senior Center, in San Francisco.

At Zendesk, we have developed a model that is more adept to meet the nonprofits’ needs while also allowing our employees to have an opportunity to go deeper and feel more connected to their impact. By offering more regularly scheduled smaller group opportunities (3-8 employees), we allow our employees to make real connections with individuals. Rather than having a passing interaction, as one of a mass of people participating in activities, our employees get the time to sit down have a conversation, find a commonality, and build community. In moving from a “day of service” model to an “everyday is service” model, we’ve been able to increase engagement, develop smaller niche opportunities that better respond to the nonprofit needs and employee skill set, and really embed ourselves in our neighborhoods.

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In 2018, we have challenged our employees to commit to investing 6 hours of service into small-scale volunteer activities to help our global communities. It’s amazing the impact a mere 6 hours can have across your workforce and how its cumulative effects can impact nonprofits.Join us in this challenge and send us a tweet at #6hours to keep us abreast of your progress.

Volunteering linked to happier employees and customers

Kelly Salance

When an employee joins Zendesk, they volunteer on their first day — not only to give back to our community but to also help employees form bonds and get to know each other better. Volunteering is part of our core philosophy – we aim to be a good neighbor, a responsible business and ultimately, to be the company our customers and employees want us to be. That’s why we’ve put substantial time, money, and human resources into our communities around the globe.

To get a better sense of how Zendesk’s culture of volunteering has impacted our Advocates’ (customer-support employees’) feelings and performance on the job, we partnered with Drexel University to conduct a study.

What did we learn?

Volunteering has benefited our organization in three ways:

1. Increased help-seeking behavior: The more agents volunteered together the more they felt comfortable seeking help from peers at work.

2. More empathetic behavior: Volunteering encouraged advocates to flex their empathy muscles with individuals in the community, which led to employees flexing those muscles at work.

3. Increased job satisfaction: Zendesk employees said that CSR makes them more loyal to the company, more satisfied in their job, and instills in them a greater pride in the surrounding community.

Encouraging our employees to contribute to the communities around them has not only helped strengthen interpersonal skills, it has made for more engaged employees in the workplace. We hope other companies will be inspired by the results below to build a culture of volunteering.

Read the full study here.

If you would like to learn more about this study, or how to engage with your own community better, please email info@neighborfoundation.org

Addressing Homelessness as a Community

Kelly Salance

On a late October Sunday in 1887, the bearded and bespectacled Reverend Hugh Price Hughes stepped up to the pulpit in London’s St. James Hall to give some of the first public remarks about the Methodist mission movement, a radical call to action for Christians to get involved personally in breaking the cycle of poverty in the city’s neighborhoods.

“In London at this moment, the poorer districts are growing poorer and poorer, and those who ought to mingle with the less privileged are several miles off,” he said to a crowd of about 2,000. “Alas that in this great London there should be so many thousands whose whole life is absorbed in a desperate attempt to keep their heads just above water.”

Hughes’s passion for putting Christ’s teachings into direct action—which he referred to as “social Christianity”—did not fall on deaf ears. The Welshman, along with his wife Katherine and other devout members of the congregation, took up the banner by founding the West London Mission, which provided care and support for the most vulnerable citizens of London: children, the homeless, the sick.

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Now, more than a century later, that Mission continues its work, serving citizens who face many of same problems their forebears did—economic inequality, substance abuse, and personal trauma. Since the 1970s, the organization has run its day centre on Seymour Place, which assists about 100 homeless people per day, mostly men over the age of 25. Those clients—10 or more of whom are newly homeless—can use the centre to access critical services that most people take for granted: a hot breakfast, a shower, and medical care, as well as hair cuts, laundry facilities, and mail collection.

Information from WLM on the rise of homelessness in the UK (2017).

Information from WLM on the rise of homelessness in the UK (2017).

The organization also provides care homes for men with alcohol dependency, as well as support services for men re-entering society after a prison sentence, veterans, and those who need affordable mental health treatment. The centre’s staff also teaches financial resilience and computer skills that can help clients stay off the streets.

“In the majority of cases we see, a relationship breakdown has been part of that person’s journey into homelessness,” said Martha Awojobi, WLM corporate development officer. “Someone’s marriage has fallen apart, for example. We’ve seen a lot of older men whose partner has died—they’re a 65-year-old man who can’t make the mortgage and finds himself on the street.”

WLM helps fill in the gaps where public social services run short, but the organization faces the age-old problem of securing enough funds to accomplish its goals. Yet when Zendesk opened its nearby office in 2015, the Mission found a partner that shared the same commitment to fighting poverty, homelessness, and overcoming technical illiteracy.

In keeping with Hughes’ vision of direct action, Zendesk’s employees get personally involved in helping the centre, from delivering chicken every Thursday for hungry clients to donating clothing during times of harsh weather. During a particularly bitter stretch of weather recently, Zendesk stepped up to help. “Zendesk supported us with hats, scarves, basically helping us keep our service users alive,” Awojobi said.

With homelessness in London skyrocketing—roughly 40 percent of its citizens are just one paycheck away from the streets—it’s an issue that will remain a problem for the foreseeable future. But as Awojobi sees it, West London Mission has a responsibility to continue to empower people affected by homelessness, poverty, and trauma and support from the whole community is essential to make these positive transformations.

“Once you volunteer at our day centre, there’s no going back,” Awojobi said. “Homelessness looks just like me and you.”

How can you help? Visit West London Mission's website to learn more on getting involved.

Caring for the Whole Family

Kelly Salance

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It’s the middle of a freezing winter night, and your child is sick—desperately so. Panicked, you jump into the back of the ambulance, forgetting your coat and your wallet. But you’re not thinking about those things; your focus is on getting your child the help she needs.

That help can be found at pediatric intensive care units around the United Kingdom, such as the one located at St. Mary’s Hospital in London’s Paddington district. Founded in 1992 by Dr. Parviz Habibi, PICU began with a single bed but now treats approximately 400 critically ill children each year. For more than two decades, the unit has grown thanks to its associated charity, COSMIC, which has raised more than a million pounds for new equipment, as well as £500,000 toward research of childhood maladies ranging from meningitis to Kawasaki disease.

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In the United Kingdom, demand for beds in pediatric intensive care units often outstrips supply, which means parents frequently have to travel long distances—sometimes from as far away as Scotland—to get the care their children need, says Vicky Rees, COSMIC’s head of fundraising and communications. In 2017 PICU had to turn away 200 children due to lack of beds, but COSMIC—with help from Zendesk and other patrons such as Sir Richard Branson—has been working toward adding between eight and 15 beds starting in January 2019, with plans for a large family area so anxious parents can rest comfortably while their son or daughter gets critical care.

“We try to provide holistic care for the families,” Rees says. “We’ve been putting parents up in local hotels and Airbnbs so they’re within walking distances.”

Although the expansion will help the unit meet the demand for care, it will place even greater pressure on family housing. That means COSMIC has been forced to reimagine how it supports patients’ families. Local hotels don’t provide the environment many families need during a stressful time, says Rees, who is part of a small staff consisting of Charity Director Chloë Oliver, Fundraising and Communications Executive Emily Hughes, and Fundraising Assistant George Lee.

The idea is to create a home-away-from-home, with communal family areas, kitchens, and laundry facilities, that is attached to the ward itself. Considering that the average family stays for six days—and sometimes as long as 18 months—having a place that feels like home can make a huge difference.

“We want rooms that feel like proper bedrooms, with phones that connect directly to hospital rooms,” says Rees, who points out that half of the families end up suffering from PTSD or need bereavement assistance. “Being able to talk with other parents in shared facilities, being able to make a cup of tea—those small things make it a little more bearable for families.”

The project will be divided into three phases, with an emphasis on not disrupting care for children in any way; as part of that effort, PICU will be refurbishing an adjacent ward followed by a second area. Besides needing more beds, PICU simply requires more space for physicians to work and to store the vital medical equipment the charity has acquired over the years.

Some of that medical equipment (ventilators, medicine pumps, and more) comes care of Zendesk, which entered COSMIC’s orbit five years ago when the company opened an office in the Paddington area.

“They wanted to give back,” Rees says. “They helped produce a booklet for parents with PTSD and helped us fund countless numbers of hotel rooms and contributed to the costs of the new units. The help has been incredible.”

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That help includes lending a hand at COSMIC’s children’s Christmas party. While wrapping presents for the children has become a Zendesk tradition, some, like enterprise account manager James Marlow, go a step further by skydiving or running marathons to raise funds.

“COSMIC is quite close to my heart, as I have children and three of them were premature babies, so I know what it’s like to need specialist support from a hospital,” Marlow says. “I have attended their Christmas concert four years in a row and helped set up, sell raffle tickets, and dressed up as Santa Claus to give out presents to the kids.”

As a charity with a limited number of staff, being able to lean on patrons such as Zendesk can make a challenging job easier to manage, Rees says. “It’s the little things,” she says. “For example, we once asked, ‘Do you have anyone who can build a chair?’ The answer was, ‘Of course we do, we’ll send someone over.’”

A Salute To Our Neighbor

Kelly Salance

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It’s a chilly San Francisco morning in February, and outside Zendesk’s office at 989 Market Street—in the heart of the city’s rough-and-tumble Tenderloin district—stands the Mayor. Not interim mayor Mark Ferrell, but the real mayor of this part of town: David Lofton.

For the past six years, Lofton has kept a close eye on the patch of brick sidewalk outside the building’s tinted windows, ensuring the safety of tenants while building relationships with people on the street—neighbors, visitors, and those who face a difficult day-to-day experience.

“It is definitely getting better,” says Lofton, who can be seen rain-or-shine wearing his trademark military-style beret. “When I first came there were often drug dealers and fights all up and down the street. Today it just feels like it is getting better.”

                    Illustration by  Chelsea   Larsson . 

                    Illustration by Chelsea Larsson

Originally from Vallejo, California, a working-class town overlooking San Pablo Bay, Lofton and his siblings moved to Mississippi in the late ’50s to live with their grandparents. It was there—when he was just four years old—that Lofton first experienced racism and the humiliating effects of Jim Crow-era segregation, when he unknowingly drank from the “wrong” fountain. He recalls his grandmother having to not only apologize to angry whites for his supposed transgression but being forced to clean the fountain “so white people could drink from it again.” It’s a memory that remains raw, all these years later.

“It taught me not to let anyone feel as low as I did when I was four years old,” Lofton says. “I hold my head above no man or woman. I hold to that to this day.”

At age 17—after getting into what he admits was a “bit of trouble”—he slipped his grandfather a piece of paper that was supposedly a permission slip for school. Instead, it was a waiver that allowed him to join the US Marine Corps. Soon he found himself in boot camp, which then led to duty with two tours in Vietnam during the early ’70s as part of the Marine Corps’ Force Reconnaissance, where his job was “green operations”—finding the enemy, assessing its strength, and reporting back without engaging those forces.

After serving for a decade in the military, Lofton found himself back in the Bay Area, adrift and battling both post-traumatic stress disorder and substance abuse. That might have been the end of his story had he not met his future wife, who helped him land a security job at Kaiser Permanente. Her support and love helped get him back on track, Lofton says.

I learned before joining the Marines that you need to give everyone respect. Most people think it’s earned—it’s a given. I treat everyone the same.

That egalitarian worldview gets tested everyday outside the door of 989 Market Street, where pedestrians can see Lofton standing upright, feet slightly apart, eyes always scanning for trouble. Behind his no-nonsense air—an unavoidable necessity in a neighborhood plagued by homelessness, drug addiction, and despair—lies a deep compassion for those who have hit hard times.

“You will see them walk by—maybe they’re dirty, haven’t had a shower in a while,” Lofton says. “But you look them in the eye. And it opens them up, because no one pays attention to them.”

Lofton’s compassion extends to everyone who walks through the front door, from Zendesk employees to delivery workers. Without fail, he greets every person by name (or with a playful military rank such as “admiral” or “LT” for lieutenant). One moment he’s teasing an employee about eating French fries in the lobby, the next he’s playfully ribbing a deliveryman about not being around “in a month of Sundays.” His ability to read emotions at first seems preternatural, but as he points out, he simply pays attention. “I can tell when they have too much work on their minds,” Lofton says. “Everyone has that gift—to see what people are feeling—they just don’t use it.”

Lofton, who lives with his wife and daughter in San Francisco’s Baypoint neighborhood (he has an 18-year-old son studying psychology at Sonoma State University), has become a beloved figure for Zendesk employees.

“The very first time I came to this office for my interview, David greeted me with a smile, asked my name, and wished me luck,” says Zendesk employee Kate McMahon. “On my first day of work three weeks later, I walked in and David said, ‘Miss Kate, welcome to Zendesk.’ I was floored.”

For Lofton, showing that kind of attention to detail and kindness comes with the territory, but behind it all lies a sense of gratitude and an intense loyalty to Zendesk. “Zendesk is like the older brother of the other tenants here,” Lofton says. “They’ve taken care of me since day one. This is my house.”

To learn more about building empathy in everyday interactions in your life, check out this article on our Zendesk Relate blog.

Building Community in Melbourne

Kelly Salance

Building trust is not something that can be done overnight. Ed Tudor, executive director of Melbourne Indigenous Transition School (MITS), knows this well. When he set out to tackle one of Australia’s largest social issues – decreasing the educational gap between Indigenous and non-Indigenous youth – he knew it began with trust.

In Australia, the disparity between Indigenous and non-Indigenous youth’s education is staggering, only 59% of Indigenous 20-24 year olds have completed Year 12, compared to 88% of non-Indigenous Australians.  MITS began its journey to address this issue by speaking with many parents in the remote Northern Territory, an area known for its high Indigenous populations. In fact, the Northern Territory, has the highest proportion of Australia’s Indigenous population, accounting for 25 percent of the country’s Aboriginal and Torres Strait Islander people. That same population, however, is unfortunately mired in poverty, with nearly 45 percent of Indigenous households in the Northern Territory falling below the poverty line.

Photo by Sarah Black Photography

Photo by Sarah Black Photography

With that, it’s not surprising that Indigenous families are excited to give their children the opportunity to further their education. Yet, the transition from a remote community to a bustling city is not an easy one.  It certainly doesn’t happen overnight. Not surprisingly many Indigenous students struggle with this transition. Which is why MITS believes in offering a soft landing to this new life, in the form of a transitional year, between primary and secondary education. During that year, students are fully supported to find their identity, fit into the community, and become accustomed to “city-life.” In doing this, MITS believes students can then immediately thrive once they begin their mainstream schooling.

Through this transition year, 22 students are provided accommodations on a historic property named Lockington, in the Vaucluse, Richmond. The grounds consist of two separate living quarters -- one for the boys and one for the girls -- common spaces for meals, studying and free time, and a community fire pit for free evenings.  

Photo by Sarah Black Photography. 

Photo by Sarah Black Photography. 

A typical day at MITS starts with a 7am wake up call, breakfast as a group in the kitchen and then a short walk down the hill to school at the Richmond Football Club for the day. Here the students have 6 lessons each day; two literacy, two numeracy, and two that broaden the curriculum with Art, History, and PE. As Tudor notes, “Being in the Richmond Football Club for school is extremely valuable. It is a culturally strong place, with a long and proud history of supporting and celebrating Indigenous people and culture. It is also a place of high expectations where everyone is working hard every day to achieve their best.” This inspiring setting paired with a consistent daily schedule helps students in their transition. MITS believes, “Well-being is central to the continuing success of its students, and tailors its programs to reflect this philosophy.” After the busy year, students earn scholarships at one of 20 partner schools in Melbourne, MITS continues to stay involved after the transition year, providing support to their alumni, their new schools and their families back home.

MITS’ first-ever cohort of students graduated in 2016 and the transition school saw some early positive results -- 17 of their 22 students successfully transitioned to secondary schools in Melbourne. Despite this success, MITS realizes that for some students, being away from their family and having to trust in a new support system proved difficult.  This is why the school works to make MITS feel like home by honoring many Northern Territory traditions, such as a smoking ceremony at the start of the year to clear bad spirits away,  and having a Welfare Officer on staff for counseling if needed.

Meanwhile, in an effort to build trust with parents and prospective students, staff used a grant from the Zendesk Neighbor Foundation to produce a virtual reality video tour of the school. They now bring the video with them to remote areas when they are meeting students and their families. This tour helps build a connection of where their child will be going and builds immediate trust between the family and MITS. “Trust is built through consistency, kindness and genuine respect shown every day,” Tudor says and is essential to the success of their program.

While at MITS, students explore pathways that are both academic and vocational, in Melbourne, as well as other cities and back home. Students are encouraged to realise their own version of success, articulating their dreams and aspirations, setting goals, and working hard to achieve them. Yet the key ingredient for making aspirations realities is building trust.

Learn more about how you can support MITS here