Governance and Sustainability

6A. Explore options for the future structure, sustainability and growth of the College, informed by community needs.

• To ensure that we have sustainable practice in teaching and learning loads, and in administrative support that enables us to meet our goals as an employer.
• To continue to focus on College resourcing and our value proposition as an independent Year 5-12 school.

6A. Explore options for the future structure, sustainability and growth of the College, informed by community needs.

• To maintain a commercial focus on meeting educational for Catholic education on the Northern Beaches.
• To determine the next strategic development opportunity for the College.

6B. Develop a more integrated community where stakeholders are connected to the College Vision and Mission and actively engage in the role they play.

• To increase parent engagement in the P&F.

6D. Provide opportunities for the enrolment of students who otherwise would not be able to access the College.

• To reivew the current bursary policy and how it is publicly available to improve access for families with limited financial capacity.

6D. Provide opportunities for the enrolment of students who otherwise would not be able to access the College.

• To review the socio-economic demography and current Bursary Program.

6E. Enhance the leadership role of the College Board and its collaboration with the College Leadership Team.

• To build better understanding of the personal and professional attributes of the College Leadership Team and to support them to achieve their professional goals.

6F. Strengthen College approaches to risk management and compliance.

• To effectively implement the NSW Child Safe Standards and to ensure the practical application of the new Child Safeguarding strategies, policies, procedures and work systems.
• To review all College Operational Policy.

6A. Explore options for the future structure, sustainability and growth of the College, informed by community needs

• To maintain a commercial focus on meeting educational for Catholic education on the Northern Beaches.
• To determine the next strategic development opportunity for the College.

6B. Develop a more integrated community where stakeholders are connected to the College Vision and Mission and actively engage in the role they play.

• To boost parent engagement in the P&F with renewed enthusiasm

6D. Provide opportunities for the enrolment of students who otherwise would not be able to access the College

• To review the current bursary policy and how it is publicly available to improve access for families with limited financial capacity.

6D. Provide opportunities for the enrolment of students who otherwise would not be able to access the College

• To review the socio-economic demography and current Bursary Program.

6E. Enhance the leadership role of the College Board and its collaboration with the College Leadership Team.

• To build better understanding of the personal and professional attributes of the College Leadership Team and to support them to achieve their professional goals.

6F. Strengthen College approaches to risk management and compliance.

• To develop a risk management structure and positive risk culture at the College.

6A. Explore options for the future structure, sustainability and growth of the College, informed by community needs.

• To enhance operational efficiency and clearly communicate our unique value proposition.

6B. Develop a more integrated community where stakeholders are connected to the College Vision and Mission and actively engage in the role they play.

• To invigorate parent engagement within the P&F through renewed enthusiasm and participation.

6C. Embed future focused, socially responsible, innovative systems, policies and processes which ensure effective change management.

• To enhance the College’s digital ecosystem by embedding systems and practices that improve operational efficiency, user experience, and future-readiness.
• To enhance financial transparency, operational efficiency, and strategic alignment.

6F. Strengthen College approaches to risk management and compliance.

• To exemplify good governance by undertaking a comprehensive self-review, ensuring accountability, transparency, and continuous improvement in its practices.
• To review and align governance policies and practices with NESA requirements, ensuring compliance and readiness for the College’s Registration and Accreditation process.

6A. Explore options for the future structure, sustainability and growth of the College, informed by community needs.

• Provide strategic and financial oversight of the planning and staged development of the Ingleside land as a multi purpose College sporting and learning precinct, ensuring alignment with long term sustainability, student opportunity, and strategic asset planning informed by community priorities.

6B. Develop a more integrated community where stakeholders are connected to the College Vision and Mission and actively engage in the role they play.

• To strengthen the College’s Augustinian mission by deepening community understanding, enriching staff and student formation, and embedding Augustinian values more visibly and consistently across College life through enhanced staff learning and a clearer, more purposeful approach to service.
• To strengthen the College’s financial sustainability by modernising financial systems, improving forecasting and controls, and guiding long term resource planning and capital works in alignment with the College’s Mission, Vision and strategic priorities.

6B. Develop a more integrated community where stakeholders are connected to the College Vision and Mission and actively engage in the role they play.

• Strengthen parent, student and community connection through a focused annual engagement program that delivers practical education, mentorship, shared experiences and meaningful dialogue aligned to wellbeing, leadership and responsible citizenship.

6B. Develop a more integrated community where stakeholders are connected to the College Vision and Mission and actively engage in the role they play.

• Implement a streamlined, user-friendly communication system that strengthens engagement with staff and families.

6C. Embed future focused, socially responsible, innovative systems, policies and processes which ensure effective change management.

• To strengthen governance oversight of future focused and socially responsible systems, policies and processes, including the College’s digital ecosystem, ensuring effective change management, strategic alignment, financial transparency and operational efficiency, while expanding equitable access to the College through the provision of bursaries and scholarships to support local students.

6G. Promote the authenticity of our values through the promotion of exemplary community-minded behaviour and engagement.

• Continue to work in partnership with College students, families, and external pastoral care and wellbeing agencies to promote responsible and respectful behaviour in the community.