Strategic Plan

Our school is focused on partnering with parents, carers and home educators to help young people fulfil their God-given potential.

We equip students with the knowledge, skills, and frameworks they need to become confident, creative, and successful learners. We also nurture a strong sense of social responsibility and the leadership capacity to bring about positive change in the world. Our programs and resources are aligned with State and National curriculum requirements and essential learnings, delivered through the lens of a Christian worldview.

The 3 key themes in our 2024 - 2028 Strategic Plan

Let's take a look

Our People

1. Students

2. Parents

3, Staff

Our Learning

1. Curriculum and its Delivery

2. Christian Worldview Integration

3. Learning Outcomes

Our Community

1. Community

2. Governance

3. Facilities

Explore More about our Strategic Themes

Click through the tabs to explore more details across our three key themes: Our People, Our Learning and Our Community.

Our People

Our Students

Key Aspiration: Ensure our academic, vocational, co-curricular and wellbeing programs support and enable each member of our diverse student body to achieve their personal best and they can be equipped to fulfil their God given destinies.

We aspire to:

Provide students with an outstanding Christian education, instilling a love of learning.

Key Strategies

	We will:	Responsible:
1.1.1.1	deliver a comprehensive, challenging, broadly based and inclusive distance education curriculum where each student can achieve their best.	Principal
1.1.1.2	use best practice distance education pedagogy within a dynamic curriculum framework.	Principal Exec Future Pathways Officer
1.1.1.3	continue to develop engaging learning experiences and environments (including Distance Education learning environments) that promote opportunities for students to achieve their God given potential.	Principal Exec Future Pathways Officer
1.1.1.4	use data to guide best practice and the development of school programs.	Principal Exec

Measured by

Principal’s report
Parent feedback
Data based evidence
Regular external review report
Strategic Plan Progress Report

Encourage a holistic approach to learning that focuses on the development of the whole child; academically, socially, spiritually, physically and emotionally.

Key Strategies

	We will:	Responsible:
1.1.2.1	investigate and implement new, personalised and flexible learning opportunities and pathways for our students, regardless of geographical location.	Principal Exec Future Pathways Officer
1.1.2.2	provide opportunities for students to be involved with mission and Christian service activities.	Principal
1.1.2.3	provide learning experiences which build confidence in students.	Principal Exec Future Pathways Officer
1.1.2.4	have high expectations of courteous and meaningful social interactions.	Principal Exec

Measured by

Principal’s report
Parent feedback
Regular external review report
Strategic Plan Progress Report

Develop innovative, creative and enterprising mindsets in our students.

Key Strategies

	We will:	Responsible:
1.1.3.1	implement learning approaches which scaffold thinking processes and explicitly teach strategies to promote diverse thinking.	Principal Exec
1.1.3.2	encourage open ended questions which encourage discussion and require critical thinking.	DP Curriculum DP Senior Secondary
1.1.3.3	encourage collaboration across peer groups, discuss thinking and apply knowledge.	DP Curriculum DP Senior Secondary

We will:

Responsible:

1.1.3.1

implement learning approaches which scaffold thinking processes and explicitly teach strategies to promote diverse thinking.

Principal

Exec

1.1.3.2

encourage open ended questions which encourage discussion and require critical thinking.

Curriculum DP Senior Secondary

1.1.3.3

encourage collaboration across peer groups, discuss thinking and apply knowledge.

Curriculum DP Senior Secondary

Measured by

Principal’s report
Parent feedback
Regular external review report
Strategic Plan Progress Report

Have all members of the school community working together to support the individual needs of each student.

Key Strategies

	We will:	Responsible:
1.1.4.1	know our students well and meet them at their point of need individually.	Principal Exec Future Pathways Officer
1.1.4.2	provide training opportunities for parents who want to engage in their child’s learning.	Principal Exec
1.1.4.3	identify community partnerships which will contribute to and enhance learning experiences	Principal Exec

We will:

Responsible:

1.1.4.1

know our students well and meet them at their point of need individually.

Principal

Exec

Future Pathways Officer

1.1.4.2

provide training opportunities for parents who want to engage in their child’s learning.

Principal

Exec

1.1.4.3

identify community partnerships which will contribute to and enhance learning experiences

Principal

Exec

Measured by

Principal’s report
Parent feedback
Regular external review report
Strategic Plan Progress Report

Our Parents

Key Aspiration: Parents are highly valued partners in and contributors to, the educative process.

We aspire to:

Be a school in which parents feel valued.

Key Strategies

	We will:	Responsible:
1.2.1.1	continue to create effective communication mechanisms with parents by which parents feel included and informed.	Principal Exec
1.2.1.2	celebrate parent engagement and contributions.	Principal Exec
1.2.1.3	improve feedback mechanisms for parents and increase the quantum of feedback being received from parents.	Principal Exec

We will:

Responsible:

1.2.1.1

continue to create effective communication mechanisms with parents by which parents feel included and informed.

Principal

Exec

1.2.1.2

celebrate parent engagement and contributions.

Principal

Exec

1.2.1.3

improve feedback mechanisms for parents and increase the quantum of feedback being received from parents.

Principal

Exec

Measured by

Parent feedback
Principal's report
Strategic Plan Progress Report

Engage parents in key decision making.

Key Strategies

	We will:	Responsible:
1.2.2.1	continue to develop the parent advisory group.	Principal
1.2.2.2	provide feedback to parents about parent input on decision making where possible.	Principal

We will:

Responsible:

1.2.2.1

continue to develop the parent advisory group.

Principal

1.2.2.2

provide feedback to parents about parent input on decision making where possible.

Principal

Measured by

Parent advisory group meeting notes
Principal's report
Evidence of feedback to parents
Strategic Plan Progress Report

Develop and deliver training materials to help parents who are key partners in the delivery of curriculum for our students.

Key Strategies

	We will:	Responsible:
1.2.3.1	identify clear needs for parent training.	Principal Exec
1.2.3.2	identify effective training packages/courses which have already been developed to assist parents to engage effectively with their child’s learning through FCS.	Principal Exec
1.2.3.3	develop and deliver relevant, effective and engaging training available to parents	Principal Exec

We will:

Responsible:

1.2.3.1

identify clear needs for parent training.

Principal

Exec

1.2.3.2

identify effective training packages/courses which have already been developed to assist parents to engage effectively with their child’s learning through FCS.

Principal

Exec

1.2.3.3

develop and deliver relevant, effective and engaging training available to parents

Principal

Exec

Measured by

Parents and staff given opportunities to identify training needs for parents.
List of clear needs for parent training developed and updated regularly.
List of available effective training packages/courses developed and updated regularly.
Strategic Plan Progress Report.

Engage parents in the development and delivery of curriculum where appropriate.

Key Strategies

	We will:	Responsible:
1.2.4.1	identify members of the parent body who have skills or knowledge which might contribute to student learning.	Principal Exec
1.2.4.2	engage relevant parents in course development and/or review.	Principal Exec
1.2.4.3	engage relevant parents in course delivery.	Principal Exec

We will:

Responsible:

1.2.4.1

identify members of the parent body who have skills or knowledge which might contribute to student learning.

Principal

Exec

1.2.4.2

engage relevant parents in course development and/or review.

Principal

Exec

1.2.4.3

engage relevant parents in course delivery.

Principal

Exec

Measured by

List of parents skills/knowledge developed and updated regularly.
Principal's report.
Strategic Plan Progress Report.

Our Staff

Key Aspiration: Attract, retain and develop gifted Christian staff who are aligned with the school’s values and work hard to achieve the purpose and vision of FCS.

We aspire to:

Attract and retain high quality committed Christian teachers and staff who have a sense of calling to FCS and to Christian distance education.

Key Strategies

	We will:	Responsible:
1.3.1.1	recruit the best possible Christian staff members.	Principal Exec DP Curriculum
1.3.1.2	provide excellent mentoring and induction for new staff to the school.	Principal Exec

We will:

Responsible:

1.3.1.1

recruit the best possible Christian staff members.

Principal

Exec

Curriculum

1.3.1.2

provide excellent mentoring and induction for new staff to the school.

Principal

Exec

Measured by

Principal's report
Mentoring and Induction delivered - staff feedback collected

Provide opportunities for faculty and staff to access development opportunities to improve in skills and knowledge strategic to FCS.

Key Strategies

	We will:	Responsible:
1.3.2.1	be a school that provides professional learning opportunities which contribute to the achievement of school, department and individual goals.	Principal Exec
1.3.2.2	have a formalised and consistent approach to staff appraisal which supports staff in their desire to continuously improve their professional practice and achieve personal goals.	Principal Exec Future Pathways Officer

We will:

Responsible:

1.3.2.1

be a school that provides professional learning opportunities which contribute to the achievement of school, department and individual goals.

Principal

Exec

1.3.2.2

have a formalised and consistent approach to staff appraisal which supports staff in their desire to continuously improve their professional practice and achieve personal goals.

Principal

Exec

Future Pathways Officer

Measured by

Principal reports on professional learning participation of staff members
Staff appraisal/professional conversation process developed. Summary of process noted in Board minutes.
Principal reports on completion of appraisals annually.

Continue to develop a highly professional, warm, safe, caring work culture where trust is high, and the sense of Christian community is evident to all.

Key Strategies

	We will:	Responsible:
1.3.3.1	develop effective strategies to support the social and emotional wellbeing of staff	Principal Exec
1.3.3.2	provide opportunities for collaboration across the whole school and within appropriate subsections of the school.	DP Curriculum DP Senior Secondary Future Pathways Officer
1.3.3.3	Continue to create a culture which is people-oriented by strengthening services and processes which ensure the safety and wellbeing of staff and faculty.	Principal Exec DP Curriculum DP Senior Secondary

We will:

Responsible:

1.3.3.1

develop effective strategies to support the social and emotional wellbeing of staff

Principal

Exec

1.3.3.2

provide opportunities for collaboration across the whole school and within appropriate subsections of the school.

Curriculum

DP Senior Secondary

Future Pathways Officer

1.3.3.3

Continue to create a culture which is people-oriented by strengthening services and processes which ensure the safety and wellbeing of staff and faculty.

Principal

Exec

Curriculum

DP Senior Secondary

Measured by

Strategies developed and implemented. Principal’s report
Exec members report to Principal
Staff feedback collected regarding safety and wellbeing.

Build a professional learning community guided by updated learning, teaching and research plans which guide decision making, with an emphasis on strategically improving staff performance.

Key Strategies

	We will:	Responsible:
1.3.4.1	Encourage and support a culture of innovation, especially regarding teaching and learning in distance education.	Principal Exec DP Curriculum DP Senior Secondary
1.3.4.2	Foster a culture of inquiry and research to support a focus on evidence based distance education.	Principal Exec DP Curriculum DP Senior Secondary
1.3.4.3	Implement data management systems as a mechanism to improve access to data which informs student experience and facilitates access to data to inform program improvements.	DP Curriculum DP Senior Secondary

We will:

Responsible:

1.3.4.1

Encourage and support a culture of innovation, especially regarding teaching and learning in distance education.

Principal

Exec

Curriculum

DP Senior Secondary

1.3.4.2

Foster a culture of inquiry and research to support a focus on evidence based distance education.

Principal

Exec

Curriculum

DP Senior Secondary

1.3.4.3

Implement data management systems as a mechanism to improve access to data which informs student experience and facilitates access to data to inform program improvements.

Curriculum

DP Senior Secondary

Measured by

Benchmarking undertaken against other distance education providers – reported in Principal’s report.
Staff reporting back on research and innovation at staff meetings.
Data management system/s implemented – Principal’s report

Our Learning

Curriculum and Curriculum Delivery

Key Aspiration: Refine our approaches to teaching and learning, using data in innovative ways, focusing on individual student pathways.

We aspire to:

Further refine our approaches to teaching and learning, with a focus on evidence based curriculum design and pedagogies.

Key Strategies

	We will:	Responsible:
2.1.1.1	implement evidence based curriculum design and pedagogies	Exec
2.1.1.2	develop effective feedback loops to gather evidence of the effectiveness of our teaching, learning and pedagogies.

We will:

Responsible:

2.1.1.1

implement evidence based curriculum design and pedagogies

Exec

2.1.1.2

develop effective feedback loops to gather evidence of the effectiveness of our teaching, learning and pedagogies.

Measured by

Exec report to Principal
Principal’s report
Regular external review report
Strategic Plan Progress Report

Use data in innovative ways to continually improve practice and outcomes.

Key Strategies

	We will:	Responsible:
2.1.2.1	implement effective mechanisms to improve data collection about student learning outcomes	Exec
2.1.2.2	continuously draw on data to inform improvement of student learning outcomes.

We will:

Responsible:

2.1.2.1

implement effective mechanisms to improve data collection about student learning outcomes

Exec

2.1.2.2

continuously draw on data to inform improvement of student learning outcomes.

Measured by

Exec report to Principal
Principal’s report
Regular external review report
Strategic Plan Progress Report

Create pathways for each student to experience success.

Key Strategies

	We will:	Responsible:
2.1.3.1	further develop and refine a diverse range of learning pathways for our students catering for a diverse range of gifts and abilities and potential employment opportunities.	Exec Future Pathways Officer

We will:

Responsible:

2.1.3.1

further develop and refine a diverse range of learning pathways for our students catering for a diverse range of gifts and abilities and potential employment opportunities.

Exec

Future Pathways Officer

Measured by

Exec report to Principal
Principal’s report
Regular external review report
Strategic Plan Progress Report

Further develop and action strategies to track and monitor each student’s level of engagement, and social, emotional and academic progress.

Key Strategies

	We will:	Responsible:
2.1.4.1	identify and implement a range of tools to effectively track and monitor the level of engagement of each student.	Exec
2.1.4.2	identify and implement a range of tools to effectively track and monitor each student’s social, emotional and academic progress.

We will:

Responsible:

2.1.4.1

identify and implement a range of tools to effectively track and monitor the level of engagement of each student.

Exec

2.1.4.2

identify and implement a range of tools to effectively track and monitor each student’s social, emotional and academic progress.

Measured by

Regular external review report
Strategic Plan Progress Report

Provide high level individualised course and career advice to each student.

Key Strategies

	We will:	Responsible:
2.1.5.1	provide each student with high level individualised course and career advice.	Exec

Measured by

Regular external review report
Strategic Plan Progress Report

Continue to develop training materials to help parents who are key partners in the delivery of curriculum for our students.

Key Strategies

	We will:	Responsible:
2.1.6.1	develop and deliver training materials to support parents as partners in the educative process of FCS.	Principal Exec

We will:

Responsible:

2.1.6.1

develop and deliver training materials to support parents as partners in the educative process of FCS.

Principal

Exec

Measured by

Regular external review report
Strategic Plan Progress Report

Christian Worldview Integration

Key Aspiration: To be a Christian School - integrating Christian worldview in every aspect of our operations.

We aspire to:

Equip staff to articulate our Christian values and worldview as they engage with our community.

Key Strategies

	We will:	Responsible:
2.2.1.1	define a clear Christian worldview that shapes and supports learning in the classroom.	Principal Exec DP Curriculum DP Senior Secondary
2.2.1.2	Establish a holistic faith framework as a tool to support teachers.
2.2.1.2	equip our staff to with the knowledge and skills to teach the curriculum content from a Biblical Christian worldview.

We will:

Responsible:

2.2.1.1

define a clear Christian worldview that shapes and supports learning in the classroom.

Principal

Exec

Curriculum

DP Senior Secondary

2.2.1.2

Establish a holistic faith framework as a tool to support teachers.

2.2.1.2

equip our staff to with the knowledge and skills to teach the curriculum content from a Biblical Christian worldview.

Measured by

Definition created.
Evidence staff participated in professional development.
Strategic Plan Progress Report

Equip staff pedagogically and theologically to integrate a Christian worldview in their lessons, pedagogy and all interactions with parents, students, and the community.

Key Strategies

	We will:	Responsible:
2.2.2.1	provide professional development opportunities for our teachers and curriculum writers to develop knowledge and skills to integrate Christian worldview in their pedagogy, curriculum materials and lessons.	Principal Exec DP Curriculum DP Senior Secondary
2.2.2.2	provide professional development opportunities for our non-teaching staff members to develop knowledge and skills to integrate Christian worldview in the ways they interact with members of the FCS community.

We will:

Responsible:

2.2.2.1

provide professional development opportunities for our teachers and curriculum writers to develop knowledge and skills to integrate Christian worldview in their pedagogy, curriculum materials and lessons.

Principal

Exec

Curriculum

DP Senior Secondary

2.2.2.2

provide professional development opportunities for our non-teaching staff members to develop knowledge and skills to integrate Christian worldview in the ways they interact with members of the FCS community.

Measured by

Faculty engage in relevant professional development.
Curriculum materials and lesson plans are engaging, relevant and theologically rich.
Students remain open to discussions about faith and feel able to thoughtfully critique.
Students are comfortable to express their beliefs.
Positive parent feedback.
Strategic Plan Progress Report

Deliver a systematic P-12 curriculum taught using a Christian Worldview that challenges students to become discerning and wise in their judgements.

Key Strategies

	We will:	Responsible:
2.2.3.1	plan and deliver lessons from a Christian worldview.	Principal Exec DP Curriculum DP Senior Secondary
2.2.3.2	ensure spiritual formation is central to the educational experience of students.

We will:

Responsible:

2.2.3.1

plan and deliver lessons from a Christian worldview.

Principal

Exec

Curriculum

DP Senior Secondary

2.2.3.2

ensure spiritual formation is central to the educational experience of students.

Measured by

A review of lesson planning shows lessons have been planned and delivered from a Christian worldview.
Strategic Plan Progress Report

Learning Outcomes

Key Aspiration: Every Student achieves their full God given potential.

We aspire to:

Advance a culture in which students, parents/carers, and teachers /have high expectations that every student will achieve their full God given potential.

Key Strategies

	We will:	Responsible:
2.3.1.1	increase capability to gather and effectively use data on learning progress for each student in years P-9 across key learning areas – with specific reference to literacy and numeracy.	Principal Exec DP Curriculum
2.3.1.2	continue to implement explicit differentiated approaches to teaching and learning in all teaching programs.	Principal Exec

We will:

Responsible:

2.3.1.1

increase capability to gather and effectively use data on learning progress for each student in years P-9 across key learning areas – with specific reference to literacy and numeracy.

Principal

Exec

Curriculum

2.3.1.2

continue to implement explicit differentiated approaches to teaching and learning in all teaching programs.

Principal

Exec

Measured by

Principal’s report
Regular external review report
Strategic Plan Progress Report

Diversify and expand existing programs to cater for all students creating flexible pathways for students within which they can maximise their learning outcomes in ways which build on their unique God given gifts and talents.

Key Strategies

	We will:	Responsible:
2.3.2.1	further develop and implement a clearly articulated approach to support high potential learners and accelerated students is developed and implemented.	Principal Exec
2.3.2.2	revise and implement the policy framework for high potential learners and students with additional needs.

We will:

Responsible:

2.3.2.1

further develop and implement a clearly articulated approach to support high potential learners and accelerated students is developed and implemented.

Principal

Exec

2.3.2.2

revise and implement the policy framework for high potential learners and students with additional needs.

Measured by

Policy frameworks revised
Principal’s report
Regular external review report
Strategic Plan Progress Report

Strengthen evidence based strategies, including academic data, to analyse past performance and plan for improved performance.

Key Strategies

	We will:	Responsible:
2.3.3.1	implement a data driven, systematic approach to improvement.	Principal Exec
2.3.3.2	map and review student assessment methodologies and implement appropriate improvements.	Principal Exec DP Curriculum DP Senior Secondary

We will:

Responsible:

2.3.3.1

implement a data driven, systematic approach to improvement.

Principal

Exec

2.3.3.2

map and review student assessment methodologies and implement appropriate improvements.

Principal

Exec

Curriculum

DP Senior Secondary

Measured by

Principal’s report
Regular external review report
Strategic Plan Progress Report
Map produced
Map used to drive change and improvement

Sustain a contemporary, whole school, forward thinking framework for teaching, learning and assessment.

Key Strategies

	We will:	Responsible:
2.3.4.1	develop a contemporary, whole school, forward thinking framework for teaching, learning and assessment	Principal

Measured by

Framework developed
Principal’s report
Strategic Plan Progress Report

Our Community

Key Aspiration: Positive engagement throughout the school community.

We aspire to:

Develop a community of contemporary learners where students, teachers and parents/carers are engaged, collaborative partners.

Key Strategies

	We will:	Responsible:
3.1.1.1	offer social and professional networking opportunities to parents and students.	Principal Exec
3.1.1.2	strengthen the partnership between the school and families through deliberate, effective and timely communication.	Principal Exec
3.1.1.3	extend partnerships with families and encourage them to participate positively in their child’s education.	Principal Exec
3.1.1.4	provide effective structures to actively encourage parent/carer engagement and participation of their children and school activities.	Principal Exec
3.1.1.5	celebrate and promote community partnerships.	Principal Exec

Measured by

Social and professional networking opportunities offered and delivered to parents
Parent feedback
Strategic Plan Progress Report

Develop positive partnerships with school, community, business, and professional organisations.

Key Strategies

	We will:	Responsible:
3.1.2.1	contribute to the profession and peak bodies through active engagement.	Principal Exec
3.1.2.2	seek reciprocal arrangements which benefit the school and our partners.	The Board Principal
3.1.2.3	actively encourage students and their families to engage in community service and involvement.	Principal Exec

We will:

Responsible:

3.1.2.1

contribute to the profession and peak bodies through active engagement.

Principal

Exec

3.1.2.2

seek reciprocal arrangements which benefit the school and our partners.

The Board

Principal

3.1.2.3

actively encourage students and their families to engage in community service and involvement.

Principal

Exec

Measured by

Principal’s report (list of professional organisations etc)
Strategic Plan Progress Report
Reciprocal arrangements explored and established – Board minutes

Cultivate an active alumni association.

Key Strategies

	We will:	Responsible:
3.1.3.1	effectively collect and update alumni records.	Principal
3.1.3.2	develop and implement an alumni communications strategy.	Principal Exec
3.1.3.3	create opportunities for alumni to contribute, connect, and support the school.	Principal Exec

We will:

Responsible:

3.1.3.1

effectively collect and update alumni records.

Principal

3.1.3.2

develop and implement an alumni communications strategy.

Principal

Exec

3.1.3.3

create opportunities for alumni to contribute, connect, and support the school.

Principal

Exec

Measured by

Alumni records regularly updated
Communications with Alumni evidenced
Principal’s report
Strategic Plan Progress Report

Governance

Key Aspiration: Ensure the long term sustainability of FCS through effective, efficient and Godly governance, strategic planning and management.

We aspire to:

Apply best practice in board governance.

Key Strategies

	We will:	Responsible:
3.2.1.1	implement an induction process for all incoming board members	The Board
3.2.1.2	all directors to participate in regular relevant board training	Directors
3.2.1.3	maintain a board skills matrix	Board Chair
3.2.1.4	meet all statutory compliance requirements	The Board
3.2.1.5	hold the Principal and members of the key leadership accountable	The Board
3.2.1.6	engage an external expert to review the school’s corporate governance at least once in the life of the strategic plan	Board Chair

Measured by

Induction process developed and implemented
Records of board training
Skills matrix developed and maintained.
External governance review report
Strategic Plan Progress Report

Shape and plan strategic direction.

Key Strategies

	We will:	Responsible:
3.2.2.1	the board leads the development and monitoring of a strategic plan	Board Chair Directors
3.2.2.2	processes to operationalise and monitor the strategic plan are developed and implemented	Board Chair Directors
3.2.2.3	review progress on the strategic objectives regularly	The Board

We will:

Responsible:

3.2.2.1

the board leads the development and monitoring of a strategic plan

Board Chair

Directors

3.2.2.2

processes to operationalise and monitor the strategic plan are developed and implemented

Board Chair

Directors

3.2.2.3

review progress on the strategic objectives regularly

The Board

Measured by

Strategic plan developed and monitored
Process to manage the operation and monitoring of the strategic plan have been developed. Board minutes show that these have been effectively implemented.
Board minutes reflect that the strategic plan has been monitored and reviewed regularly.
Strategic Plan Progress Report

Ensure ongoing financial capacity and viability.

Key Strategies

	We will:	Responsible:
3.2.3.1	ensure a fee structure that is accessible, competitive and high value.	The Board
3.2.3.2	responsibly manage financial benchmarks and ratios	The Board
3.2.3.3	develop alternative income sources to support the school’s long term viability.	The Board

We will:

Responsible:

3.2.3.1

ensure a fee structure that is accessible, competitive and high value.

The Board

3.2.3.2

responsibly manage financial benchmarks and ratios

The Board

3.2.3.3

develop alternative income sources to support the school’s long term viability.

The Board

Measured by

Fee structure is reviewed and published annually.
Board minutes reflect that the Board has established clear benchmarks and ratios for management, and these are reported on and monitored by the Board.
Strategic Plan Progress Report

Ensure effective risk management.

Key Strategies

	We will:	Responsible:
3.2.4.1	maintain and regularly review a risk register and risk mitigation strategies.	The Board

Measured by

Risk register and risk mitigation strategies have been developed and Board minutes reflect these are reviewed regularly.
Strategic Plan Progress Report

Facilities

Key Aspiration: To provide, develop and maintain facilities that facilitate the delivery and achievement of high standards for students, staff and the community.

We aspire to:

Establish appropriate learning spaces in regional areas.
Create effective and inviting spaces that support staff work, student learning, and interaction with the community.

Establish appropriate learning spaces in regional areas.

Key Strategies

	We will:	Responsible:
3.3.1.1	investigate the types and potential location of facilities which would facilitate the delivery and achievement of high standards for students, staff and the community.	Principal
3.3.1.2	develop a “blue sky” thinking discussion paper in regard to potential future facilities.	Principal Board

We will:

Responsible:

3.3.1.1

investigate the types and potential location of facilities which would facilitate the delivery and achievement of high standards for students, staff and the community.

Principal

3.3.1.2

develop a “blue sky” thinking discussion paper in regard to potential future facilities.

Principal

Board

Measured by

“Blue sky” thinking discussion paper developed and discussions framed around the ideas.
Board minutes
Strategic Plan Progress Report

Create effective and inviting spaces that support staff work, student learning, and interaction with the community.

Key Strategies

	We will:
3.3.2.1	create effective and inviting spaces

Measured by

Staff and community feedback
Principal’s report
Strategic Plan Progress Report