strategic intent 2011-2013 - bishop druitt...
TRANSCRIPT
BISHOP DRUITT COLLEGEFAITHFULNESS IN SERVICE
COFFS HARBOUR
STRATEGIC INTENT2011-2013
IntroductionB
ISH
OP
DR
UIT
T C
OLL
EGE
1
FROM THE CHAIR
Strategic planning is planning our future direction. In the light of our purpose, vision and values it defines our goals and the priorities we intend to adopt to achieve them.
Strategic Intent 2011-2013 is the strategic plan Bishop Druitt College has developed for the next two years. It is not rigid and unalterable but a living document that may itself be subject to adaptation to meet changing circumstances during this period.
Over the next two years it will guide us in the policies we develop, the decisions we make, the program we implement and the resources we outlay.
It will ensure the College remains well placed to meet future needs and challenges in all areas of its activities.
Win HowardChairmanFebruary 2011
FROM THE PRINCIPAL
Bishop Druitt College’s Strategic Intent 2011-2013 gives a snapshot of the priorities that will guide our work in the coming two years.
It is the product of both the College Council and College Leadership Team, and gives voice to those priorities that are fundamental to our operation.
The seven strategic themes represent touchstones that will guide our progress in the coming two years.
As we build towards our twentieth year, the broad and specific priorities outlined in this document will act as reference points for and indicators of our progress.
Strategic Intent 2011-2013 will be our roadmap to our twentieth year.
Alan BallPrincipalFebruary 2011
BIS
HO
P D
RU
ITT
CO
LLEG
E
2
Vision and Values
DYNAMIC CARING OPTIMISTIC
Bishop Druitt College is an independent, co-educational Kindergarten to Year 12 Anglican school situated on one campus on the North Coast of New South Wales.
Our aim is to transform lives through the provision of an excellent education.
AT BISHOP DRUITT COLLEGE WE VALUE:
OUR ANGLICAN FOUNDATIONOptimism, tradition, inclusiveness, service, compassion, tolerance, hope and faithfulness.
LEARNINGA dynamic ethos, endeavour, passion, commitment, creativity, innovation, integrity and wisdom.
OUR COMMUNITYTrust, respect, the individual, our environment, an outward looking perspective and relationships.
THE DEPARTING COLLEGIAN
Bishop Druitt College aims to develop graduates who are dynamic, caring and optimistic. They will be well-rounded individuals who are grounded in the Anglican way of faith, hope and love.
The departing Collegians will have a passion for learning and will value the virtues of wisdom and integrity. They will be individuals who endeavour to positively transform the communities in which they live and work. In the great and the small things they do, they will enliven and enrich our world.
BIS
HO
P D
RU
ITT
CO
LLEG
E
3
Strategic Themes
FAITH, SERVICE & COMMUNITYTo celebrate our Anglican heritage, live service-learning, and nurture our community.
TEACHING LEARNING & CURRICULUMTo nurture learning and teaching within a dynamic, well-resourced curriculum.
PASTORAL CARETo ensure the provision of leading pastoral care practices grounded in our core values.
BUILDINGS & GROUNDSTo plan, build and maintain first-class facilities across the College.
BUSINESS & SERVICESTo ensure the financial health of the College for its ongoing success.
GOVERNANCE & COMPLIANCETo develop best practice governance and compliance protocols to ensure astute
stewardship of the College.
MARKETING & ENROLMENTSTo develop a dynamic marketing plan to feed maximum enrolment at the College.
BIS
HO
P D
RU
ITT
CO
LLEG
E
4
Faith, Service & CommunitySTRATEGIC PLAN
To celebrate our Anglican heritage, live service-learning, and nurture our community.
BROAD PRIORITIES SPECIFIC PRIORITIESDevelop the College’s relationship and participation with the local and wider community as both servant and leader
Develop links with all Anglican parishes in our region•
Promote inclusiveness of the College to the wider • community
Nurture the support system of our BDC families
Promote opportunities for Chaplaincy to interact with the • BDC family
Promote BDC family businesses•
Provide opportunities for social interaction through • College events
Nurture a caring Christian environment that celebrates our Anglican tradition and respects all faiths
Incorporate a new chapel into the liturgical learning • journey of students and wider community
Enhance the visual nature of our Anglicanism•
Enhance the profile of Chaplaincy•
Provide opportunities for students to develop their faith•
Prepare students and staff for sacraments•
Revamp and relocate the Outdoor Chapel•
Foster a service-learning culture across the school
Write a service-learning curriculum K-12 that • incorporates the College and wider community
Create community service projects for students K-12 • locally, nationally and internationally
Coordinate charity support K-12•
Foster an active environmental awareness in the community
Create demonstrable environmentally aware practices in • the community
Resource a recycling culture in the College•
BIS
HO
P D
RU
ITT
CO
LLEG
E
5
Teaching, Learning & CurriculumSTRATEGIC PLAN
To nurture learning and teaching within a dynamic, well resourced curriculum.
BROAD PRIORITIES SPECIFIC PRIORITIESCreate a dynamic and innovative learning environment that meets the curriculum needs of all students
Review and implement necessary changes to enrichment • and remediation program
Audit ICT hardware and the integration of ICT into the • curriculum
Foster e-learning amongst Diocesan Anglican schools•
Develop awareness of gender-specific teaching and • learning needs
Adopt the Quality Teaching Framework across the school•
Encourage members of the College community to be active participants in the K-12 curricular and co-curricular programs
Clarify expectations and resource program appropriately•
Develop links with the wider community to initiate • programs like a boys’ shed
Be recognised as a school of teaching excellence
Source international teachers when necessary•
Develop teacher training partnerships with SCU and • other tertiary institutions
Develop and implement a professional learning and • appraisal system
Introduce formal mentoring program for new staff and • New Scheme teachers
Develop a scholarship program to assist College • graduates to pursue tertiary careers
Develop formal teaching and learning exchanges with • international schools
Support and resource teachers to achieve NSW • Institute of Teachers accreditation to professional accomplishment and leadership standards
Achieve a successful transition to the Australian curriculum
Provide resources to support staff understanding and • implementation of the Australian Curriculum
Fulfil NSW BOS requirements regarding the Australian • Curriculum
BIS
HO
P D
RU
ITT
CO
LLEG
E
6
Pastoral Care
STRATEGIC PLAN
To ensure the provision of leading pastoral care practices grounded in our core values.
BROAD PRIORITIES SPECIFIC PRIORITIESConsolidate and continue to foster pastoral care across the College
Establish a comprehensive mentoring culture across the • College
Maintain financial resources to ensure the provision of best • practice in pastoral care
Develop staff skills for best delivery of pastoral care•
Continue to develop and deliver pastoral care programs that • address specific student and staff needs
Foster an understanding of the developmental needs of individual students
Develop an integrated program that addresses gender- • specific developmental issues
Implement a program that brings regular specialist guest • speakers to the College
Support the emotional wellbeing of all members of the College community
Strengthen inter-agency procedures to address emotional • wellbeing
Develop an appropriate referral system between staff and • the Pastoral Care Team
Provide professional development for staff and parents to • recognise ‘at risk’ behaviours
Foster and develop active student, parent and staff communication and relationships consistently from K-12
Articulate a pastoral care management and action plan •
Initiate regular pastoral care contributions to the Newsletter•
Initiate regular communication between school and home•
Review current pastoral reporting structures•
BIS
HO
P D
RU
ITT
CO
LLEG
E
7
Buildings & GroundsSTRATEGIC PLAN
To plan, build and maintain first-class facilities across the College.
BROAD PRIORITIES SPECIFIC PRIORITIESReduce our impact on the environment, and maintain and promote an environmental awareness amongst the entire College community
Audit energy consumption and water usage of buildings•
Install water tanks – capture water for toilet flushing•
Install solar panels•
Maintain the Newport’s Creek environment•
Develop an organic vegetable patch•
Reconnect operations of the College with Margaret’s Field•
Develop a procurement process to ensure efficient energy • use
Incorporate sustainability initiatives into teaching and • learning
Foster a recycling culture across the College community•
Ensure excellent maintenance of buildings and grounds
Continue with a formal program to maintain and renew all • buildings
Increase the presence of interactive landscape architecture•
Develop the surfaces of playing fields•
Ensure the building program serves the operational needs of the projected population of the College and the region
Determine the maximum student population and complexion • across the College
Revise and update the Master Plan •
Complete Stages 2 & 3 of the COLA project•
Construct the SILC (Senior Interactive Learning Centre)•
Apply to be a lead school for a trade training cluster•
Proceed with the purchase of a superseded Diocesan • church or construct a new stand-alone chapel on campus
Develop a concept for a performing arts complex/college hall•
Improve external vehicular access to and from College • grounds
Develop and implement a minor works program to meet the short-term operational needs of the College
Develop improvements to vehicle and pedestrian movement•
Ensure good access to car parks•
Determine the flow and control of visitors to the site•
Ensure site security (fences/gates/cameras/ID systems)•
Investigate play areas – location and type•
Install student lockers•
Research and make use of all available government and external resources and funding
Explore funding alternatives to support major and minor • works program
Resource the work of a grants officer within current staffing•
Ensure that the requirements of all grants are met•
BIS
HO
P D
RU
ITT
CO
LLEG
E
8
Business & ServicesSTRATEGIC PLAN
To ensure the financial health of the College for its ongoing success.
BROAD PRIORITIES SPECIFIC PRIORITIESMaintain full enrolments Ensure sufficient resources are available to meet •
marketing and enrolment priorities
Develop alternate streams of income to reduce the reliance on government recurrent grants and fee income
Develop OOSH to expand vacation care program•
Catalogue current facilities to maximise potential • earnings
Create opportunities in new buildings to provide alternate • income
Develop external partnerships that support strategic • directions
Ensure that financial implications for parents are grounded in value for money
Review ‘extras’ costing impact on parents•
Align financial variables (fees, debt per student, cash • retention, etc.) with national benchmarks
Budget and borrow within our means and ensure that strategic priorities are met.
Insert budget priorities list into a ten-year rolling forecast • to determine the timing of implementation of strategic priorities
Ensure that efficient business support systems complement our business objectives and core values to ensure that BDC can withstand competitive pressure from local schools
On-charge merchant fees on credit card payments •
Make client focus a priority•
Streamline current administrative practices to ensure • they are consistent with client expectations
Explore options for e-business•
Establish a foundation fundraising program
Establish an alumni association•
Initiate the Foundation Ball•
Support annual signature fundraising events•
Identify a ‘20th anniversary project’•
Develop an Indigenous scholarship fund•
Establish partnerships with local Indigenous communities•
Identify fundraising program giving alternatives•
BIS
HO
P D
RU
ITT
CO
LLEG
E
9
Governance & ComplianceSTRATEGIC PLAN
To develop best practice governance and compliance protocols to ensure astute stewardship of the College.
BROAD PRIORITIES SPECIFIC PRIORITIESProvide a governance structure that operates in the best interests of the College
Identify, recommend and mentor new councillors•
Develop clearly defined roles of governance and • management
Ensure a close liaison between Chair and Principal•
Ensure that College Council governs in a transparent and articulate manner
Ensure Council maintains an appropriate profile in the • College community
Professionally develop councillors•
Enhance the professional links between Council and the • College Leadership Team
Update governance handbook•
Ensure Council acts as a unified team•
Ensure BDC is equipped to meet external threats to its independence and viability
Identify potential threats and prepare preliminary • responses
Acknowledge, monitor and resource the compliance and governance requirements of the College
Ensure BOS compliance•
Ensure OH&S compliance•
Maintain and support appropriate compliance training for • staff
Undertake an annual review of College policies and • procedures
Ensure adequate insurance cover•
Ensure compliance with OH&S and Child Protection • Legislation of contractors and their agents
Ensure ongoing maintenance program address • deficiencies under relevant building legislation to meet the operations of the College
Ensure conservative management of finances
Review monthly and ensure satisfactory levels of debt, • debtors, reserves and cashflow
BIS
HO
P D
RU
ITT
CO
LLEG
E
10
Marketing & EnrolmentSTRATEGIC PLAN
To develop a dynamic marketing plan to feed maximum enrolment at the College.
BROAD PRIORITIES SPECIFIC PRIORITIESMaintain a diverse curriculum that fosters enrolment retention
Fully exploit e-learning opportunities•
Expand opportunities to facilitate student acceleration•
Pursue trade training centre submission•
Strengthen school-based traineeships•
Continue to structure student enrolment to maintain the educational benefits which differentiate BDC in the market
Foster new enrolment streams•
Maintain flexibility in enrolment streams•
Maintain smaller classes in Years 11 & 12•
Maintain current constraints on class sizes•
Seek enrolment opportunities to ensure stable enrolments and sustained growth
Develop an international enrolment pool via strategic • links with other providers and participation in enrolment expos
Consider short-term ESL classes with the BIG Club and • the Tennis Academy
Seek Indigenous enrolments•
Offer a wide variety of scholarships both internally and externally
Develop performing and visual arts scholarships•
Develop links with professional sporting clubs for • possible enrolments
Develop excellence scholarships•
Maintain a high profile for the College locally, nationally and internationally
Produce and articulate an annual marketing plan•
Maintain a vibrant and current communication portal with • the community
Actively engage with the parent body through open days, • public performances and community functions
Foster connections with feeder schools and other • agencies
Focus advertising on showcasing the College•
Ensure provision of financial and human resources to • sustain marketing
BISHOP DRUITT COLLEGEFAITHFULNESS IN SERVICE
COFFS HARBOUR
BISHOP DRUITT COLLEGE111 North Boambee Road (PO Box 8004)
Coffs Harbour NSW 2450Phone: (02) 6651 5644 Fax: (02) 6651 5654
Email: [email protected]: www.bdc.nsw.edu.au