STRONG CATHOLIC IDENTITY ASPIRATION GLOBAL STRATEGIES COLLEGE GOALS COLLEGE STRATEGIES REVIEW AND REPORT Strengthen capacity to lead, engage and teach with a Catholic world-view within each school and office community Sustain Catholic identity by delivering a planned and integrated approach to leadership for mission To make explicit links between elements of college life and the church To highlight to work of Dominicans around the world Include understanding of Dominican charism in induction of new staff Present charismic materials at teachers’ meetings Induct new staff in BCE RE materials Provide broad range of religious/social justice/prayerful experiences in which staff and students can participate Assembly prayer Whole college celebration of Feast days Grow the holistic and inclusive formation of students and staff To develop a consistent and strategic approach to Dominican formation and induction To emphasise staff spiritual formation and provide opportunities for same Continue daily 3-minute mediative prayer Encourage staff involvement in Mass and prayer Annual Retreat Encourage participation in monthly Community mass
school mass – San Sisto Day, opening mass, closing mass Retreat experiences for students a contemporary Catholic perspective in identified learning areas To seek ways that the Catholic perspective can be explored in all subject areas (including issues to do with social justice) Implement the Relationships & Sexuality Education (RSE) documents across the whole college. APRE to meet with Academic Leaders to investigate ways of imbedding Catholic perspective into whole school curriculum DP to ensure Catholic perspectives included in review of junior school WPs as part of curriculum review. Implementation of Sexuality documents into the College. Ensure RSE documentation is reflected in HPE, PDE and RE curriculum planning. Deliver PD for whole staff with regard to RSE documents. Sustain and enhance authentic contemporary expressions of Catholic identity by: To highlight Catholic social justice issues To maintain connections with the wider Dominican family Continue to provide service and justice activities for staff and students
and wellbeing for each student Scaling-up innovative practices in emerging priorities and MoP deferred. This is to include the nature of assessment and its relationship with ACARA via line of sight planning. Develop staff awareness and proficiency with MoP across AL group and wider teaching force. Investigate opportunities to develop STEM initiatives within the College Review alignment between Curriculum planning documentation (e.g. Work Programs) and ACARA expectations. Restructure whole of College timetable to remove study line from 2018 Year 12 cohort (in order to maximise teaching time for implementation of New Senior framework). Engage BCE EO to develop understanding of MoP plus line of sight planning with Academic Leaders and subject convenors as part of work program review. Develop of staff understanding of MoP through staff meeting PD and departmental planning. Research (to be completed) Achieve maximum learning potential by assisting schools to work with parents To support parents in educating students re: PDE topics Continue to foster high quality relationships with stakeholders
BUILDING A SUSTAINABLE FUTURE ASPIRATION GLOBAL STRATEGIES COLLEGE COLLEGE STRATEGIES REVIEW AND REPORT Build Sustainability through people and capacity Ensure Stewardship of resources with transparency, accountability and compliance Develop a sustainable futures strategy reflective of church teachings and informed by broader evidence. Utilise Catholic Social Teaching esp. sustainability and stewardship of creation to guide decision making. Source fair trade products. Promote sustainability issues with student body via Greenies Group Support continuous improvement and growth at individual, team and organisational levels through the Performance and Development Process. Ensure all college employees are aware of and included in the Goal Setting and Performance and Development process Staff and resources (time and PD costs) allocated towards staff meeting regularly with CLT members (refer listing of
Develop Learning communities for staff to encourage keeping abreast of current research and trends. Continue to promote staff leadership training. on ensuring that all Professional Development is aligned with college goals. To support and foster well-being of staff Revise the buddy system for new Staff. Ensure effective induction processes for new staff To clarify/revise the roles and expectations associated with middle leadership positions. teams and leaders) to prepare and review goals and discuss professional development opportunities or needs for 2017 and beyond. Promote BCEC Leadership programs and offer opportunities for leadership development. Further encourage the networking of teachers with teachers of similar schools. Middle leader focus on developing leadership qualities in order to assist staff further in their endeavours. Provide mentoring for younger teachers. Continue Performance, Development and goal setting for all staff. Provide all new staff with a buddy. Continue with extensive formation, induction process. Continue to prepare strategic professional
development program each year. Include PD on dealing with the demands of parents. Acknowledge successes eg. Café healthy school. CLT to clarify and revise current middle leadership role descriptors in readiness for review. Improve the health and safety environment, and promote a consistent approach to the continuous improvement of health and safety culture through the Safety and Wellbeing Strategic Action Plan 2017-20. To continue to monitor the operations of the WELL. To clarify/revise the roles and expectations associated with middle leadership positions. Continue to strengthen use of SBSS within teaching community. Review WELL structure and function against emergent issues. CLT to clarify and revise current middle leadership role descriptors in readiness for review in 2017. Provide information sessions and help sessions for in order to ensure further implementation and use of SBSS.
Optimise the use of technology to support teaching, learning, collaboration and decision making through the enactment of the Digital Strategy. Monitor emerging technologies that add value to teaching, learning, and administrative requirements Encourage development and adaptive skills which support current and emerging technologies Fund and support the weekly meetings between staff, IT liaison to exchange information regarding IT technologies or training opportunities/areas of need amongst the staff Strengthen processes and systems to support decision making, accountability and governance to achieve our priorities. To foster a shared approach to budget preparation To continue to use the collaborative budget application template for the creation of the college budget and to promote the importance of open and regular communication between Academic Leaders and Teachers during the budget application process.