strategic intent 2025-2028
STRATEGIC PRIORITY #1 - THE HOLISTIC LEARNER
Goal 1 – Learners as philosophers, thinkers and change agents
Embrace professional development to empower change makers, encourage deep thinking, wonder and curiosity. Learners will engage in reflection for growth, assessment and self improvement.
Goal 2 – Strengthen resilience
All learners engage with policy, embrace risk, grow from setbacks, and value diversity, ensuring that the school community is a safe, dynamic and evolving learning space.
Goal 3 – Empower global citizenship
Support and empower all learners to take action and make meaningful impacts on our shared community.
STRATEGIC PRIORITY #2 - PHILOSOPHY THROUGH PEDAGOGY
Goal 1 – Embed innovative pedagogical approaches
Learners are encouraged to delve deeper into their learning engagement through inquiry and current evidence informed pedagogical practices.
Goal 2 – Unearthing the why
Embed a culture of reflection and purpose driven creation, fostering a deeper connection to knowledge and its relevance in our lives and communities.
Goal 3 – Engage in the play - inquire - innovate continuum.
Cultivate an environment that encourages exploration and experimentation, allowing learners to actively participate, ask questions, and develop new ideas and solutions.
STRATEGIC PRIORITY #3 - RELATIONAL PARTNERSHIPS
Goal 1 – Nurture industry and community collaborations to enrich learning
Strengthen meaningful connections with businesses, local organisations, schools, Early Childhood Education and Care (ECEC) centres, and government to enhance educational experiences.
Goal 2 – Cultivate avenues to amplify the schools reputation, brand and enrolment
Embrace every opportunity to strengthen the school’s reputation through strategic marketing and community engagement events.
Goal 3 –Build connection within community to strengthen relationships
Elevate family engagement to further develop the school’s rich culture and enhance the home to school partnership.
STRATEGIC PRIORITY #4 - COACTIVE GROWTH
Goal 1 – Develop an active, autonomous, and outcomes-based Board
Appoint independent, skilled, and diverse board members while restructuring subcommittees to promote professional development and deepen understanding of school philosophy, facilitating adaptations that foster positive change.
Goal 2 – Secure diverse funding sources and establish clear growth-based financial planning
Pursue philanthropic funding, improve cash flow management, and utilise forecasting and financial modelling to strengthen the schools financial position.
Goal 3 – Embrace and explore all avenues for growth of our school community.
Expand the school by evaluating potential new sites, creating education hubs and synergies with services from other industries to enhance educational offerings.