LEARN
• Provide personal development programs designed to encourage critical and deeper thinking about significant social, emotional, environmental and development issues and projects;
Leadership and Management: Vision and Values
• Foster student leadership across the College, through a commitment to wellbeing, learning, faith, co-curricular opportunities and social justice;
All members of staff at De La Salle College are supported, empowered and challenged to exercise leadership.
• Create opportunities for formal and informal mentoring of, by and for students;
• Encourage growth and challenge all leaders via professional learning, postgraduate study, coaching and mentoring. • Implementation of the Learning and Teaching Observations program.
Learning and Teaching: Empowering Young People Today Learning environments are designed to prioritise high academic expectations and build confidence. • Consolidate dynamic feedback and reporting systems that emphasise ongoing growth in students’ learning. • Encourage students to be technologically creative, confident and digitally responsible.
Education in Faith: Hope and Mission Religious Education engages students in reflective learning that will give meaning to their lives. • Look to the Horizons of Hope Religious Education Curriculum Framework provided by the Archdiocese of Melbourne. • Increase staff accreditation to teach in a Catholic school.
Wellbeing: Rights, Respect and Resilience Students at De La Salle are supported and encouraged to develop authentic voice and agency. They are valued and given opportunities for leadership and community involvement.
• Cultivate students who are able to utilise their strengths to be agents of change.
Community: Our Place in the Global Village Positive partnerships and collaborations with families and the wider community encourage a holistic learning environment. • Work with the community to broaden student pathways after Year 12. This includes school-based apprenticeships, local business, universities and TAFEs as well as international partners. • Strengthen the connection between the Parent Network, the Community and the College.
Facilities and Resources: People and Places The College will have a clearly recognisable staff culture an aspirational environment with consistency of expectations, standards and practice. A comprehensive Master Planning process supports our vision for innovative and contemporary learning environments, and is informed by academic and wellbeing priorities. • Create a detailed Human Resource strategy to recruit, retain and develop staff who embody the mission and vision of the College. • Continual evaluation of the design of contemporary learning spaces. • Identify priorities to optimise facilities and reimagine spaces to enhance learning and realise the College’s vision. • Employ current research and emphasise global imperatives in the design of physical resources, and impact on student learning.
2020-2023 STRATEGIC PLAN | 5
