Setting our waymarks
OUR STRATEGIC PLAN AND VISION FOR 2028 AND HOW TO GET THERE
From the Headmaster
DR ALEC O’CONNELL
This Strategic Plan provides a roadmap with the associated waymarks, to help guide our planning and measure our success.
Notwithstanding the details of this plan, our core goal is to be a school of choice for families and students and a leading school in WA, Australia and globally.
Over the next strategic period, we will continue to focus on providing an environment which focuses on high quality pastoral care, contemporary teaching and
We measure our success by the quality of the young adults who go into the world as active citizens equipped to make a positive difference through social impact.
We have a responsibility to educate and guide our boys to develop a strength of character so they can appreciate a sense of their place within the world now,
Our core tenets
Our mission
To develop young men with strength of character, self understanding, a passion for sustained learning and spiritual inquiry who will become active members of the global community.
Our vision
A vibrant learning community with an international standard of excellence.
Our values
Integrity
Adherence to moral and ethical principles; soundness of moral character; honesty.
Service
Doing good for others; to lead is to serve.
Stewardship
Using talents, abilities and resources in a responsible and honourable manner to safeguard the future.
At Scotch we promote…
Individuality: through knowing every student
Openness: through spiritual enquiry, grounded in our Uniting Church and Celtic heritage
Opportunity: through breadth of experiences for learning
Equity: through opportunity for all
Excellence: through personal achievement
Respect: through discussion, role-modelling and reflection
Success factors
What we will keep doing
Ongoing success is the result of maintaining successful practises while looking for new opportunities for growth.
Scotch is strong and resilient today because we continue to focus on our values and build upon our heritage. We will strive for continuous improvement.
Notwithstanding this new strategic plan, we will continue to be successful through:
• Valuing the Scotch heritage as a foundation to share the future – established in 1897 and still going strong
• Integrating our Celtic heritage in all that we do
• Engaging with the broader Scotch and local community
• Exploring opportunities to work with girls’ schools through the MOU and other alliances as they present themselves
• Focusing on elite standards, not an elitist culture
• Delivering a sub-school structure appropriate for our students’ learning and pastoral care
• Operating a boarding school that offers opportunity for regional, rural and international students
• Committing to multiple learning pathways e.g. IBDP, ATAR and VET
• Engaging fully as a PSA school with sporting and other co-curricular opportunities
TANDLEARNING EACHING ANDEXPERIENCESTUDENTGROWTH
STEWARDSHIPINFRASTRUCTURE FINANCIALAND
CORE VALUES
COMMUNITYALLIANCES DEVELOPMENTAND LEADERSHIP VISION MISSION
The Celtic Cross symbolises our Christian spirituality. The circle represents eternity, the ongoing nature of education and its constant renewal. The Celtic spiritual weave emphasises the interconnectedness of all that we do within school, as well as the wider, deeper connections we have to society, nature and the planet.
Objectives and targets 2024–2028
Teaching and Learning excellence
• Establish a programme of peer mentoring and peer observation to support pedagogical improvement
• Review and consolidate subject offerings across Years 9–12
• Continue to grow the IB Diploma programme in the College and through Scotch Global
• Determine the strategic viability of a second pre-primary class
• Launch and develop Scotch Global
• Review Outdoor Learning and Adventure programme
• Realign the Academic Support programme
Financial and infrastructure stewardship
• Maintain full enrolments through being a school of first choice
• Complete the five year capital master plan and commence refurbishment of M Block
• Implement a new OSC membership software platform
• Examine the role of artificial intelligence, business intelligence and data analysis to ensure continuous improvement and efficiency in systems
• Develop a sustainable growth business plan (ESG) that not only addresses environmental responsibilities, but fosters broader social impact, strengthens governance practices, and actively generates social dividends
Objectives and targets 2024–2028 (continued)
Student growth and experience
• Develop a student mentor programme to work with Junior, Middle and Senior School students
• Assess the value of the Social Emotional Learning programme
• Audit all co-curricular programmes with the Round Square framework
• Determine new and expanded MOU opportunities with PLC in the areas of outdoor learning, music, personal development and IB Diploma
• Embed the Clontarf Academy alliance for Indigenous students
• Develop Celtic Spirituality programme for staff and students
Leadership development and community alliances
• Commence the development of an internal differentiated leadership programme for staff
• Establish a chapter based OSC structure
• Implement a Years 8–9 transition programme
• Embed our IBSC membership with a focus on research projects and publications
• Strengthen alliances with the International Baccalaureate and tertiary institutions
• Develop TURAS (a Middle School self development programme)
