Following the development of the 2018-2022 Strategic Goals, the College Executive has developed objectives for each Goal to guide the College’s development this year.
1. Christian Culture
a. Church partnerships: Strengthened Church partnerships
b. Understanding of the Vision and Mission: Greater understanding of the Vision and Mission and the Biblical principles within them
c. CLS: Improved quality and consistency of Years 5-10 CLS
d. Embedding of Christian Perspective: Agreement about the mechanisms for embedding Christian perspective, the range of allowable formats and examples of quality embedding in a range of KLAs
a. Vocational Course offerings: Greater vocational course options in Stage 6.
b. Futures and Work education: Maintained and improved Y10 Futures Program and Work Experience
c. Co-curricular offerings: Improved co-curricular offerings
d. High potential students: Successful implementation of a Stage 3 ‘High Potential’ class
e. Homework support: To have evaluated and modified Homework support as needed
f. Opportunities in Creative Arts: Stronger band program and well placed to run a successful 2019 Musical
g. Equipping & educating students for an online world: Training and personal development in effective use of IT devices
h. PC class time: Greater purpose, structure and perceived value of Year 5-12 PC time
a. Performance Development and Growth: Staff understanding of the AITSL performance, development and growth framework and undertake aspects of its essentials features such as self-assessment and goal setting culture
b. Teacher capacity: Greater confidence and capacity of teachers in planning, teaching and assessment
c. Leadership capacity: Greater confidence and capacity of middle and aspiring leaders
d. Staff welfare systems: Staff better understand the roles, relationships, scope and limits of Chaplain, Counsellor and External services
e. IT skills: Ongoing growth in IT skills.
f. Support of teachers new to the profession: Greater systems of support of teachers new to the profession.
g. Improvement and innovation: Maintained grass roots commitment and involvement by staff to improvement and innovation.
h. Capacity building for General staff: General staff with greater knowledge and skills
4. College Infrastructure
a. Capital works: Annual process for review of, and planning for minor and major capital works.
b. Risk management: Improvement in risk assessment and management of curricular and co-curricular activities and of plant and equipment.
c. Device program: For the key aspects of the 1-1 program to be effective
5. Teaching and Learning
a. K-12 Pedagogical Framework: A shared understanding of, and language for describing, effective teaching and learning.
b. Feedback to students: Students are aware of learning goals and receive regular feedback about their progress towards them.
c. Writing: For there to be improved student writing and skills as well as greater staff confidence about explicit instruction in, and assessment of, writing across KLAs and across K-10.
d. e-learning: A shared understanding among Y7-12 staff about the elements of effective use of IT in a 1-1 environment and for this to be evident in practice.
e. Academic tracking: An effective academic tracking system.
f. Use of data: For Y3-9 staff to be utilising NAPLAN SMART data effectively to determine areas of strength and weakness and then plan and implement intervention.
g. Quality of, and alignment between, curriculum, programs teaching, assessment and reporting: Greater quality and alignment.
h. Cross-sub-school Collaboration: Enhanced collaboration across 7-12.
6. Administration and Internal Operations
a. Online Permission forms, selection of electives: Parent permissions, Y8 into 9 and Y10 into 11 Subject and MS FUEL elective selection undertaken on-line.
b. Parent communication: Improved understanding of who to contact.
c. Parent HQ & College app: Parent HQ and College app implemented and valued by the community.
d. Electronic records management: Improvement in Student and Administration records management.
e. Communication re College development to the community – Improvement in community knowledge about the College’s development
f. Booking system: Spider facilities booking system in place.
7. Service to Others
a. Service and Christian Life Studies: Consideration of including a service component in the CLS curriculum to engage kids in service action directly or with local agencies and/or churches.
b. Recognition of service: The College has have a system to acknowledge service to others.
c. Opportunities for service: Each child (K-12) undertakes something to contribute to others annually.
8. College Community
a. Collaboration with parents: Parent education related to parenting in a 1-1 device school in an on-line world with connected devices in your home
b. Use of property: To have greater use of our property by external organisations
c. Student involvement: Greater involvement of students in Y5-12 P-T-S conferences
d. Intra-staff relations: Greater appreciation of roles of Teaching and General staff
e. Alumni development: Enhanced involvement of alumni with College
f. Parent Advocacy and engagement: Enhanced attitude of parents to being heard
g. Value from events: Increased value and impact from parent and student involvement
9. External Community and Marketing
a. Local agencies: Greater knowledge of local agencies about Charlton and vice versa
b. To enhance the effectiveness of the Pre-school visit program
c. Cadets and clubs: Greater involvement with Cadets and clubs
d. Signage: Increased signage
e. Bus runs: Bus services utilized to target the strongest growth areas of young children
f. Pre-school: Plan for the establishment of a pre-school
g. Reputation of value for money and affordability
h. Partnerships: Enhanced partnerships with UON and other schools, organisations and individuals in the community to encourage Life-long learning
Mr Mark Ash / Principal