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Strategic Plan

As a Catholic school, we are committed to the dual moral purpose of evangelisation and providing authentic learning experiences for our students. We will focus on five Strategic Priorities in achieving this dual moral purpose over 2017 to 2019.

 STRATEGIC PRIORITY 1 – CATHOLIC IDENTITY AND MISSION
STRATEGIC PRIORITY 2: LEARNING AND TEACHING
STRATEGIC PRIORITY 3: STUDENT AND STAFF WELLBEING
STRATEGIC PRIORITY 4 – CAPACITY BUILDING
STRATEGIC PRIORITY 5 – STEWARDSHIP OF RESOURCES

Each strategic initiative of the College is linked to the Sydney Catholic Schools’  strategic plan, New Horizons and the Archbishop’s Charter for Catholic Schools

 

 STRATEGIC PRIORITY 1 – CATHOLIC IDENTITY AND MISSION

 

MAJOR ACTION 1.1
Strengthen the understanding of and commitment to the role of the College within the Church community.
 
STRATEGIES

  1. Through collaborative processes, including students, staff, parents and the Marist Sisters, seek to articulate Catholicity for today’s young women through the lens of our Marist charism. (Charter #1)
  2. Identify and celebrate the activities of the College that reflect the aspirations of the Archbishop’s Charter. (Charter #1 and #4)

 
MAJOR ACTION 1.2
Enhance and diversify the faith formation and religious leadership opportunities for College staff.
 
STRATEGIES

  1. Establish a sustainable four-year faith formation plan for staff.Staff involvement in Marist initiatives. (Charter #11)

 
MAJOR ACTION 1.3
Foster the personal and spiritual growth of students, engaging them in the life and mission of the Catholic faith community.
 
STRATEGIES

  1. Strengthen relationships with parishes and the wider church through conversation and targeted opportunities for witness and engagement. (Charter #5)

 
MAJOR ACTION 1.4
Nurture and deepen students’ knowledge and understanding of the Catholic Tradition.
 
STRATEGIES

  1. Work to differentiate Religious Education programs and assessment to support all students to deepen their knowledge and understanding of the Catholic tradition. (Charter #2 and #3)

 

STRATEGIC PRIORITY 2: LEARNING AND TEACHING

 

MAJOR ACTION 2.1
Provide experiences of learning which engage, challenge, extend and empower students through alignment with the principles of Authentic Learning.
 
STRATEGIES

  1. Further development of authentic learning and assessment in alignment with a focus on developing a pedagogy underpinned by differentiation. (Charter #6)

 
MAJOR ACTION 2.2
Strengthen the College’s culture of improvement through a systematic, reflective and evidence based approach to learning and teaching.
 
STRATEGIES

  1. Develop a Student Learning and Wellbeing Framework that will provide a whole-school vision for learning and wellbeing with a consistent approach to curriculum development, student wellbeing, professional learning and classroom practice. (Charter #5 and #6)
  2. Continuing curriculum programming, with a focus on differentiation, to cater for students with a range of diverse learning needs. Programs and key initiatives will include staff professional learning, the Newman Program and Lyn Sharratt’s Putting Faces on the Data.(Charter #6)
  3. Alignment of reporting processes for transparency and to reflect pedagogical directions. (Charter #6)
  4. Review and refine subject selection processes. (Charter #6)
  5. Review the timetable structure and investigate curriculum offerings, Stage 5 – 100 and 200 hour courses, semester courses, and structured professional learning time. (Charter #6)

 
MAJOR ACTION 2.3
Nurture innovation as a key means of enlivening and enriching learning and fostering growth across the College.
 
STRATEGIES

  1. Explore our student management system’s capacity to leverage data to enhance more effective pedagogical practice and well being. (Charter #6)

 
MAJOR ACTION 2.4
Support and challenge teachers to improve their practice against professional standards to enhance student outcomes.
 
STRATEGIES

  1. Implementation of the AITSL Professional Teaching Standards and teacher accreditation process to build the capacity of staff as leaders of learning. (Charter #6)

 
MAJOR ACTION 2.5
Further enhance the provision and support for students with diverse learning needs such as Special Learning Needs and Gifted and Talented.
 
STRATEGIES

  1. Continue to develop the Diverse Learning Team to cater for the needs of students with Special Learning Needs and Gifted and Talented.  (Charter #6)

 

STRATEGIC PRIORITY 3: STUDENT AND STAFF WELLBEING
 
MAJOR ACTION 3.1
Strengthen the College as a safe and supportive school environment.
 
STRATEGIES

  1. Develop and implement the Student Learning and Wellbeing Framework. (Charter #6)

 
MAJOR ACTION 3.2
Resource and support College programs which promote student mental health and resilience.
 
STRATEGIES

  1. Programming of Wellbeing opportunities and programs for age specific needs. (Charter #6)
  2. Review the use of technology by students at school focusing on its contribution to learning and wellbeing. (Charter #6)

 
MAJOR ACTION 3.3
Provide additional support to College staff to assist with the management of challenging student behaviours.
 
STRATEGIES

  1. Development of a 3-year staff professional learning program to support staff in the area of students with challenging behaviours. (Charter #6)
  2. Increase staff understanding of their role and responsibility in dealing with student wellbeing matters. (Charter #6)

 
MAJOR ACTION 3.4
Support vulnerable and marginalised students and their families within our College Community.
 
STRATEGIES

  1. Review the College’s access to internal and external counselling services to meet the rising student demand. (Charter #6)

 
MAJOR ACTION 3.5
Create supportive environments and resources to promote staff wellbeing within the College.
 
STRATEGIES

  1. Explore staff suggested strategies to improve the staff wellbeing culture at the College. (Charter #10)
  2. Promote the SCS Staff Health and Wellbeing site and the Vital Newsletter and other resources available to staff. (Charter #10)

 

STRATEGIC PRIORITY 4 – CAPACITY BUILDING
 
MAJOR ACTION 4.1
Increase the capacity of teachers and learning support staff to respond to the holistic needs of all students.
 
STRATEGIES

  1. Identify,  through the teaching staff and learning support staff,  the learning needs of students that require further intervention.
  2. Explore opportunities for professional development of staff to address the areas of need identified in students across areas of wellbeing and learning which would be evident in each teacher’s Personal Growth in Action Plan.
  3. Continued commitment to the program of professional development of teachers in differentiation of the curriculum.

 
MAJOR ACTION 4.2
Develop future Catholic school leaders and strengthen current leadership in our College.
 
STRATEGIES
 
Students:

  1. Review and develop student leadership opportunities, in particular the inclusion of junior students in the leadership structure.
  2.  
    Staff:

    1. Identify aspiring and existing middle leaders and provide them with opportunities to experience leadership of projects/initiatives, providing mentoring to develop the necessary leadership skills.
    2. Develop middle leaders’ capacity for mentoring teachers aligned with the Australian Professional Standards for Teachers in NSW.
    3. Develop the capacity of the College Leadership Team to mentor and upskill, enabling them to develop the leadership capacity of middle leaders in the context of their role responsibilities.

     
    MAJOR ACTION 4.3
    Enable a collective approach to building system/school capacity.
     
    STRATEGIES

    1. Contribute to the Archdiocesan and Regional agenda for building the capacity of teachers and leaders.
    2. Develop a clear vision and strategic direction for professional learning for all teachers, leaders and support staff.
    3. Implement school review and improvement processes.

 

STRATEGIC PRIORITY 5 – STEWARDSHIP OF RESOURCES

 

MAJOR ACTION 5.1
Provide vibrant and innovative learning spaces that enhance learning and teaching.
 
STRATEGIES

  1. Implementation of the College Master Building Plan to improve learning and professional spaces.
    • Build a large Hall as a community gathering space.
    • Additional learning spaces – science precinct, GLAs
    • Wellbeing centre – counsellors, learning support, gifted and talented centre, House Coordinator offices.
  2. Refurbishment of existing learning spaces to support the College vision for learning and the principles of Authentic Learning.
  3. Repairs and Maintenance programs to be reviewed as well as continue to be developed and refined.

 
MAJOR ACTION 5.2
Ensure that financial management practices across the College are robust, consistent and compliant.
 
STRATEGIES

  1. Continually monitor funding opportunities to ensure that the College takes advantage of all potential sources of funding.
  2. In setting school fees, balanced consideration will be given to  the resource needs of the College and the financial capacity of parents.
  3. Continual improvement of financial management practices to ensure compliance with Sydney Catholic Schools financial management policies:
    • Build the financial management skills of staff;
    • Continue to build strong relationships with Sydney Catholic Schools;
    • Implement the recommendations of internal and external audits to effectively manage risk.

 
MAJOR ACTION 5.3
Develop flexible and contextualised school level staffing and resourcing decisions.
 
STRATEGIES

  1. Collaboratively develop staffing profiles to meet the needs of students within system staffing guidelines.

 
MAJOR ACTION 5.4
Adapt systems and ICT infrastructure to support contemporary learning and teaching into the future.
 
STRATEGIES

  1. Implement a Bring Your Own Designated Device program (BYODD).
  2. Re-build the College website and parent portals to enhance communication.
  3. Continual improvement in ICT systems and resources appropriate to the rate of technological and social change.
  4. Implement ONCE, the SCS finance and student management system.

 
MAJOR ACTION 5.5
Support the pastoral outreach of parish communities and respond to family needs.
 
STRATEGIES

  1. Provide opportunities/programs for students to access out-of-school-hours services.