A ‘strategic’ approach

DR PETER MILLER, PRINCIPAL

At the end of 2022, we commenced the process to develop a new Strategic Framework for The Geelong College. The document is nearing completion and will be released during 2024, but in this edition of Ad Astra, we would like to share a summary with our community.

The development process of the Strategic Framework has been highly collaborative - and deliberately so. Contained within this document are the imperatives and initiatives that will guide our actions for the next five to seven years. We therefore felt it was important that our community was given the chance to provide their input.

The document is currently in the final draft stages, and the feedback received in recent months during the road test phase has been very positive. In advance of the publication of the completed version, it is timely to share an outline of its content.

The final publication of the full Strategic Framework will take place early in 2024 and will be the next, very significant, step to complete this detailed process.

I would like to thank everyone who participated in the workshops last year, and those who have contributed to the road test sessions this year. The process has been greatly enriched by your input.

We look forward to sharing the Strategic Framework with you, in full, over the coming months.

The development process

Step 1: Communtiy Workshops

The process began in 2022 when we engaged Mark Vincent of Insight Plus Consulting. He facilitated a series of workshops in Term 4 2022, with over 300 people attending. The attendees represented each of the key areas of our community - staff, students, parents and alumniand provided us with valuable contributions and insights.

Step 2: Refining and draft development

The process of refining the information and working with the College Council and Executive continued in Term 1 and 2 of this year and culminated in a draft version of the Strategic Framework.

Step 3: Community ‘Road Test’

In Term 3 of this year, I undertook a Strategic Framework ‘Road Test’, where the draft document was presented to a cross-section of our community. The purpose of this exercise was to confirm that we had achieved the desired level of clarity in the direction and messaging. Those present were invited to ask questions and encouraged to provide their feedback. This information was utilised to further refine our draft.

Strategic Imperatives

Our Reason

An innovative, inspiring and influential school

Focus areas:

• Contemporary Learning Experiences for students

• Advancement of Professional Learning Practice for teachers

• Secure Student Futures

• Cocurricular Pathways and Structure

Our Relationships

A connected and compassionate community

Focus areas:

• Collective Wellbeing Action Plan

• Student Community Service

• Wider Community Involvement

Our Resources

Future-ready resources and inspiring facilities

Focus areas:

• Capital Master Plan Review and Execution

• Future Boarding

• Middle Leadership Development

• A Destination School for Employment

Our Responsibilities

An exemplar in environmental education and ethical practices.

Focus areas:

• Reconciliation and First Nations Connections

• Ethical Practices and Programs

• Environmental Custodianship

• A Culture of Gratitude and Giving

Key Assumptions

At the heart of this plan are key assumptions relating to:

• the size of the College.

• the importance of maintaining the distinctiveness of the student experience.

For example: A total population of about 1700 students is one assumption which means Year 12 cohorts of up to but not larger than 195. The size of the student population establishes the requirements for classrooms and other facilities within which we operate.

Key experiences

Over the last 12 months, we have come to understand more comprehensively the key elements of the College experience and what we need to retain as we look to advance.

• Ensuring that we are an organisation that is both future-focused and relevant has emerged as a key theme informing the initiatives.

• Recognition of our heritage and foundations feature strongly too. Collectively we understand that College is the school it is today as a consequence of its long past.

Ethical practices and programs

Although each strategic initiative warrants consideration, the recognition of a strategic initiative in our plan to address ethical practices and programs has been topical throughout the road test.

This year we have seen many high-profile examples of poor actions by people in public life, corporations, judicial roles and the list goes on.

As a school, we are looking to enhance our decision-making practices to ensure they are improved and more closely

aligned to processes that consider ethical principles.

This is a significant challenge and is commencing at the level of the College Executive, staff and Council. Professional learning and reflection to assist this is already underway.

Precisely the course of action with student programs remains to be seen. However, the effort to enhance ethical decision-making practices and to make them more a part of our lives is a key component of the Strategic Plan, among many other important initiatives.