BISHOP DRUITT COLLEGEFAITHFULNESS IN SERVICE

COFFS HARBOUR

STRATEGIC INTENT2011-2013

IntroductionB

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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

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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.

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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.

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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•

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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

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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•

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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•

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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•

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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

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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: secretary@bdc.nsw.edu.auWebsite: www.bdc.nsw.edu.au