Introduction. BRETT WEBSTER Headmaster, Ormiston College. JOHN MILLER Chairman, Ormiston College Board of Directors

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1 Ormiston College Strategic Plan

2 Introduction Ormiston College, a proud Redlands landmark Ormiston College is located right in the heart of the Redlands. Just as our students are growing in this flourishing Bayside community, so to is Ormiston College. We feel privileged to assist parents in nurturing the new Redlands generation. This Strategic Plan documents our preferred future for Ormiston College. It represents the shared opinions of all members of the school community who were invited to contribute their thoughts and ideas through participation in our College Opinion Survey process, attendance at various focus group meetings, or as a member of the College Board of Directors. The pages that follow include a brief report which reflects upon our growth and achievements as a College over our previous strategic phase. We wish to maintain and build on these considerable achievements, while constantly evaluating how best we can optimise and improve on our students learning experience and position Ormiston College at the forefront of independent schooling. The Strategic Plan provides a clear idea of our proposed directions and a unity of purpose for the years ahead. But it is also a necessary working document expressing our visions and goals, and providing an overarching framework from which more explicit implementation and operational plans can be developed. It is a living instrument that, even as it is being implemented, may evolve or be adapted to meet the needs of our students in a changing world. The priorities and goals articulated in this plan will guide the work that we do over the coming months and years. They will form the basis of our decision making and illuminate clear pathways along which the College will travel. New technologies and innovative approaches to education will constantly be investigated for the benefits they bring to our classrooms; and our most valuable resource, the staff of Ormiston College, will, with our full support, continue to upgrade their skills and raise their professional standards. The Ormiston College community is keenly proud of its record of accomplishment. We are equally passionate about achieving a future vision for the school which will further enhance the education we offer. This plan s success depends on this enthusiasm extending into its implementation, and we look forward to continued community support as we refine and achieve each of these priorities and goals. BRETT WEBSTER Headmaster, Ormiston College JOHN MILLER Chairman, Ormiston College Board of Directors 1

3 Mission Statement Ormiston College is an independent, co-educational, non-denominational Christian school seeking to achieve academic excellence and aiming to nurture and encourage enthusiasm for and commitment to the pursuit of lifelong learning. The College is committed to providing holistic, integrated educational programs which develop problem-solving, decision-making, critical and creative thinking skills to enable students to participate as confident and contributing members of society, capable of meeting the demands of a rapidly changing world. The College affirms individual differences and actively promotes cultural and intellectual understanding and the development of physical skills of each member of the school community. The provision of challenging opportunities for development of character, responsibility, initiative and integrity, social awareness and good citizenship is our priority. 3

4 An Ormiston College Education It is not just about attending our school to achieve your best; it is about belonging to the College; being part of its history, its pride and its excellence. It is about friendship; barracking for your team; wearing the uniform; standing out in a crowd. We are wholeheartedly committed to excellence in education, but more than that, we are conscious of being instrumental in the path our students take. We guide them and teach them to explore, to strive for success and to take on their dreams with confidence and compassion so they may go out into the global community as leaders. During its 24 year history Ormiston College has achieved much, and established many programs and processes central to our ethos. In planning for the future we wish to acknowledge the good work and strong foundations laid by those who have gone before us, and ensure that, regardless of developments and improvements, these fundamentals are preserved. We value: A caring and nurturing environment in the Junior School, focussing on literacy, numeracy, and support. An academically oriented Senior School underpinned by quality teaching, technology and a comprehensive student welfare program. Wide ranging and successful co-curricular sporting and cultural programs. Cultivation of self-worth, emotional resilience, discipline, compassion, loyalty, and social responsibility within our students. Laying the foundation for lifelong achievement through a schooling experience based on traditional values and a firm knowledge base, utilising innovative technologies and high quality teaching and learning practices. 5

5 Reflecting on past success A snapshot of key outcomes Percentage of Students Above OP NAPLAN Average The next strategic phase in the life of the College will build upon the significant developments and success of the previous four years. From 2008 to 2011 Ormiston College continued a proud tradition of achievement, further establishing a reputation as one of Queensland s leading independent schools. The past four years will be noted for a strong College vision, new strategic initiatives and the dedication of our very capable school community. Students, staff and parents can be very proud of their contributions to record outcomes in terms of academic, sporting and cultural endeavour, and the burgeoning of school spirit and self-belief upon which such achievements depend. Teaching, Learning and Curriculum The past four years are, academically, our best on record for graduating classes of Ormiston College. These outcomes augment the proud academic traditions and reputation of our school and provide a strong indicator that OC graduates are able to embrace their post-school lives with an excellent foundation for lifelong learning and continued achievement. Through the introduction of new approaches and programs, the College has aimed to equip students with very high levels of literacy and numeracy. National Testing (NAPLAN) conducted for Years 3, 5, 7 and 9 suggests that student learning at Ormiston College has continued to improve from , with results often placing OC among the State s very best performing schools. Engaging staff to develop a common, campus-wide understanding of the principles that underpin high quality teaching and learning has been a major goal of the past four years. This has primarily been achieved through: 1. The adoption of the Dimensions of Learning teaching and learning framework. This comprehensive framework provides a common language for teachers to plan, discuss and perfect their craft. It also assists us to shift teaching and learning at Ormiston College beyond a 20th century model of students reproducing knowledge to a 21st century model in which successful students are also equipped to produce their own knowledge - in the form of solutions, decisions, clarification, explanations, evaluations and insights. 2. The integration of Information and Communication Technologies, including interactive whiteboard use in the Junior School and the introduction of a 1:1 student:laptop program in the Senior School. 7

6 A snapshot of key outcomes continued Redback Premierships Co-curricular Student Welfare Providing a positive and nurturing learning environment has remained of prime importance during the past four years. The College has enhanced the support available to students by establishing a Support Services team, with the appointment of an additional Psychologist/ Counsellor and a College Chaplain who now work with existing Counselling staff and the Dean of Students to play a key role in assisting students to manage or remove barriers to their personal well-being and learning success. Additionally the College appointed a full time registered Nurse who commenced in 2012 to assist in the professional management of matters concerning our students health and well-being The co-curricular life of Ormiston College has flourished during the years Our best ever co-curricular accomplishments have been surpassed and then exceeded again, underpinned by quality tuition, excellent levels of student cultural and sporting participation, active parent support groups, self-belief and pride in the Redbacks. The College has increased the opportunities for students of various abilities to participate in competitive sport, while newly developed Support Group guidelines have helped students to benefit from the invaluable co-curricular backing that emanates from within our parent community. New Work Ethic, Behaviour Management and Anti-Bullying policies have been developed and implemented with success student survey outcomes rate the lack of bullying at Ormiston College as one of the stand-out features of their schooling experience at OC. 9

7 A snapshot of key outcomes continued Human Resources In recent years the College has continued to place importance on providing a work environment conducive to attracting and retaining excellent staff. The remuneration package offered by the College is among the best in Queensland and is reflective of the value we place on our employees and our expectations of them. A process of professional appraisal and feedback has been introduced, with particular emphasis placed upon a staff member s engagement with the strategic and operational objectives of the College. As our most precious resource, the College has increased our investment in the professional learning and growth of our staff, particularly in the areas of literacy and numeracy teaching, the Dimensions of Learning Framework and the meaningful integration of ICTs. Physical Resources The building and grounds initiatives of recent years have further accentuated the world class nature of Ormiston College s physical learning environment. Notable developments, including the construction of additional Junior and Senior School classrooms; the construction of our new Sports Pavilion; redevelopment of the Junior School Oval; various shade and landscaping projects; the construction of our new $3M Arts Centre; refurbishment of the Junior Administration Building to include a new College Health Centre and the significant upgrades to our ICT infrastructure have all added to the campus and facilities enjoyed by students and families of the College. In addition, the College has developed and implemented a plan for improved security and surveillance, and reviewed and improved our processes for managing Workplace Health and Safety matters. 11

8 A snapshot of key outcomes continued Business Management Key goals in relation to the strengthening of the Ormiston College brand have been achieved through the development and implementation of an effective marketing plan, including the production of a new College website and refinement of the College uniform. A communication audit has been conducted with a view to improving the effectiveness of our communication with families as well as making gains in terms of workplace efficiencies. Resulting recommendations, which include greater emphasis on communicating with parents online, are to take effect during In recent years, donations to the Ormiston College Foundation have increased. The College has also successfully pursued funding through a range of other grants and government sources. These include funding from the Building the Education Revolution initiative; National School Chaplaincy and Student Welfare Program; Digital Education Revolution; National Schools Pride Program; Literacy, Numeracy and Special Needs Assistance Program; National Asian Language Studies in School Program; ICT and Languages other than English Project for Secondary Schools; Planning for all Learners Project 2011; National Secondary Schools Computer Fund; Australian Government Water Fund Community Water Grants and the 2010 National Solar Schools Program. Governance During the life of our previous Strategic Plan , the members of the Board of Directors of Ormiston College have continued to oversee the development of the College through the operation of the Board s Finance, Education, Promotions and Marketing, and Building and Grounds sub-committees. The College Board has conducted a review of the College Constitution, ensuring alignment with existing practices and College directions. The College has ensured its policies and practices adhere to the standards of the Association of Heads of Independent Schools of Australia. Governance practices have also reflected the values and standards required for Accreditation by the Non-State Schools Accreditation Board. 13

9 Moving forward with confidence OUR PRIORITIES FOR Teaching, Learning and Curriculum To provide holistic, integrated educational programs which develop problem-solving, decision-making, critical and creative thinking skills through the best available teaching, learning and curriculum content, process and practice. Student Welfare To provide a student welfare program that integrates the intellectual with physical, emotional, social and spiritual development to foster student well-being. Co-curricular To provide educative experiences beyond the classroom, enriching and extending our students skills. Physical Resources To maintain and develop an infrastructure and environment conducive to the provision of quality education services. Business Management To manage services and financial resources to support strategic goals. Governance To support the operation of the school through the provision of global and strategic perspectives. The College s governance will seek to draw upon and, where appropriate and practical implement some of the world s best practices and innovations in school education. Human Resources To support the recruitment, retention and development of a workforce committed to providing the best possible education for our students. 15

10 Teaching, Learning and Curriculum BROAD PRIORITIES Continue to build the reputation of Ormiston College as a leading academic school SPECIFIC PRIORITIES Seek to achieve academic outcomes that build upon the success of recent years to firmly establish Ormiston College as one of Queensland s Top 10 performing schools, as evidenced by NAPLAN and OP results. Investigate options for the development and introduction of a new high level academic extension subject/course in the Senior years (10-12). The course, aimed at providing a strong and innovative platform for students seeking post-school tertiary study in mathematics, science or technology fields, will also provide a point of difference for Ormiston College. Investigate the introduction of one or more Academic Extension elective subjects for study by students with high learning potential, during the early secondary years. Increase student and faculty involvement in university-linked programs. Maintain the College focus on the achievement of very high levels of student literacy and numeracy, with particular emphasis on the formative early and middle years of learning. Review and refine the College s approaches aimed at optimising students Queensland Core Skills Test performance. Review and refine the College s intervention programs for students at all year levels who are at risk academically. Review and redefine the role of the Ormiston College Library to ensure provision of effective support for the learning program, relevant to the digital age. 17

11 Teaching, Learning and Curriculum Continued BROAD PRIORITIES High quality curriculum planning and delivery SPECIFIC PRIORITIES Ensure curriculum planning and delivery at all year levels is clearly reflective of the College focus on:»» Dimensions of Learning;»» Integration of Information and Communication Technology (ICTs);»» Queensland College of Teachers Standards. Build stronger connections between the use of ICTs and the Dimensions of Learning Framework. Build the profile of Ormiston College as a high quality Dimensions of Learning school and provider of DoL training to a broader audience. Build a culture of high quality teaching by enabling professional sharing and growth through regular feedback, recognition, appraisal and peer coaching opportunities for staff. Review existing reporting processes and timeframes to enhance student learning, communication with parents and workplace efficiency. Maintain a commitment to gathering data for the purpose of benchmarking teaching and learning performance and planning for and measuring improvement. Develop an ICT Plan which details the College s priorities, goals and implementation strategies relating to the innovative and effective use of ICTs for improved student learning outcomes, reporting and communication with parents. Further enhance the tracking of individual student learning progress and consider the academic guidance and support mechanisms available when intervention is necessary. Investigate possibilities for providing academic tuition and support outside of school hours, considering on-campus, off-campus and online options. 19

12 Teaching, Learning and Curriculum Continued BROAD PRIORITIES Continue to build upon the P-12 learning culture at the College SPECIFIC PRIORITIES Document our strategy to implement the new Australian Curriculum with an emphasis on smooth transitions between the various phases of learning, P 12. Document and communicate in a timely manner the College plans for the transition of Year 7 students to the Senior School in Reflect on current research in relation to pedagogy and the middle phase of learning to maintain student engagement across the P-12 continuum, with particular emphasis on the transition of Year 7 into the Senior School. 21

13 Student Welfare BROAD PRIORITIES Foster and develop students appropriate conduct, healthy and positive relationships, resilience and personal growth SPECIFIC PRIORITIES Continue to refine and embed in practice the elements of Program Achieve to enhance student social, emotional, and behavioural well-being. Review the Student Enhancement Program with a view to incorporating a documented P-12 program for the teaching of Ormiston College values. Ensure the College is swift and consistent in applying its documented anti-bullying strategies. Expectations and consequences in relation to bullying and harassment should be well communicated within the College community. Enhance opportunities for student involvement in local and global service activities. Service to others may be integrated within the classroom curricula or be part of the College s co-curricular offerings. Further develop the Learning Pathways Plan process to effectively monitor student academic progress, subject selections, post-school goals and guidance counselling recommendations. Parents to be involved in the process. Ensure student presentation and observance of the College s stated policies reflect very well on the College, its standards and the pride students have in their school. Continue to refine student leadership programs and structures to provide quality leadership development opportunities and avenues for students to voice their concerns. Foster consistency and connection across the Junior and Senior Schools. 23

14 Co-curricular BROAD PRIORITIES Enhance student learning and development through the continued provision of strong and accessible co-curricular programs SPECIFIC PRIORITIES Ensure the College meets its obligations as a member of the TAS sporting association. Develop effective strategies for maintaining and promoting student involvement in the College s co-curricular program. Ensure the range of co-curricular opportunities caters for students of various abilities and standards. Review and reflect on the strong success of OC Sport in recent years. Consider refinements to structures and programs to ensure the College s continued sporting progress. Improve the promotion of the excellent standard of the Arts available at Ormiston College. Support TAS association initiatives that may lead to the inclusion of interschool cultural activities and competitions. 25

15 Physical Resources BROAD PRIORITIES Provide and maintain a learning environment that is recognised for its outstanding quality of facilities and grounds SPECIFIC PRIORITIES Refine the College master building plan detailing future building and grounds improvements, priorities and timelines. Develop a master landscape and minor projects plan, which aligns with the master building plan. Effectively plan for infrastructure to support the College s projected future enrolment and transition of Year 7 to the Senior School. Document a maintenance plan outlining the approaches and timeframes that will ensure the College s physical resources are maintained and refurbished in a timely manner. Continue to engage with experts in relation to optimising traffic flow and parking on campus and in the vicinity of College. Review practices for monitoring and responding to workplace, health and safety issues. Maintain the capacity of the College to acquire surrounding property should suitable opportunities arise. Document a plan to further enhance College security and surveillance. 27

16 Governance BROAD PRIORITIES Review existing governance structures SPECIFIC PRIORITIES Review structure and function of existing Board sub-committees. College Headmaster and Board to direct increased attention to investigating new strategies and innovations that may better position Ormiston College at the forefront of independent schooling in the years ahead. Within a one College culture, Junior and Senior Schools are to operate with increased autonomy and responsibility in relation to operational issues and the implementation of agreed plans. Ensure governance policy and practice adheres to the standards of the Association of Heads of Independent Schools of Australia. Ensure governance policy and practice reflects the values and standards required for Accreditation by the Office of Non-State Schools Accreditation Board. 29

17 Human Resources BROAD PRIORITIES Continue to build a work environment and reputation that helps attract and engage staff of the highest quality. SPECIFIC PRIORITIES Nurture and emphasise a College organisational culture of committed, service-oriented and responsive professional teams. Continue to offer a very competitive remuneration package commensurate with the standards and expectations of staff. Develop a staff recognition process, acknowledging staff achievement in service, professional learning, individual achievement or, dedication to the College. Develop a formal program to support staff with gaining higher qualifications relevant to the work of the College. Ensure all staff have opportunities to improve and develop professionally. Provide professional development to support the achievements of strategic priorities. Provide opportunities for staff to engage in a program of professional learning in relation to educational leadership and management. Develop a formal professional appraisal process for all staff members which is centred on ensuring quality outcomes at all levels and roles within the organisation. Provide staff feedback and appraisal processes that are fair and efficient and ensure that staff perform diligently and effectively in their roles at the College. Build positive and effective staff communication processes and practices. Review current in-house communication strategies to improve information flow and provide increased opportunities for open communication between staff and between staff and management. Develop an Intra-office network, complementing the College s organisational chart, providing online access to information in relation to staff names, roles and responsibilities and contact details. Develop policy in relation to communicating effectively and professionally in an online environment. 31

18 Business Management BROAD PRIORITIES Ensure the College s financial management is effective in maintaining the ongoing viability of the College and the achievement of its strategic goals. SPECIFIC PRIORITIES Proactively monitor and address changes that may result from Federal and/or State Government funding reviews. Maintain a comprehensive program of internal and external financial auditing. Investigate opportunities to access additional sources of funding. Review the structure and activities of Ormiston College Foundation. Continue to develop and refine a clear and effective Marketing Plan for the College. Integrate marketing and strategic plans to help ensure organisational goals are met. Ensure effective marketing activity supports the ongoing development of a strong Ormiston College brand. Focus on generating enrolment interest and recognising a broad array of OC community achievements. Investigate and evaluate the potential use of social networking strategies. Utilise ICT to support more efficient business management. Investigate the use of technology to improve business and communication between the College, staff and families. Provide staff with online access to a comprehensive handbook of College policies and procedures. Build strong and productive networks of people within and beyond the immediate College community. Continue to nurture an active and mutually supportive relationship with the Parents and Friends Association. Build a strong and active Old Collegians network. Support the development of the Parents of Past Students (POPS) network. Investigate opportunities to build productive partnerships with business and community organisations for the ongoing development of the College. 33

19 97 Dundas Street West, Ormiston, QLD 4160 Phone: ormistoncollege.com.au