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2025 – 2028

Strategic Plan Watch it Happen

Queen Margaret College Strategic Plan 2025 – 2028

Strategic Plan 2025 – 2028: Watch it Happen Where we’ve been and where we’re going Strong foundations Over the past seven years, Te Kāreti o Kuīni Mākareta Queen Margaret College has built a strong foundation in providing educational excellence with our unique QMC Learning Model. Our primary focus has been on the top half of this model, providing learning and quality teaching within a supportive and inclusive environment. We have embraced an agile, forward-thinking approach. A renewed focus on the future

The future demands that we equip this generation with diverse intelligences and future-ready skills to navigate complexity, drive innovation and create a sustainable and inclusive world. To do this, we renew our focus on the lower half of our QMC Learning Model – preparing learners who are future-focused and empowered to lead themselves and others. We will build on our solid foundation of quality learning and teaching by integrating a skillsbased outcomes framework, enhancing and expanding our approach.

In 2025, the world is rapidly evolving, and we must continue to evolve with it. The students who join us this year in Year 1 won’t leave school until 2038. They will learn and live in an era defined by ever-accelerating digital transformation, continuous global interconnectivity and vast social change.

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Preparing our ākonga for life We are committed to preparing our students to flourish in life – not just in a career. We want them to feel happy, valued and with a true sense of belonging. Our transition to a skills-based outcomes framework reflects this commitment, moving beyond traditional content delivery to a model that prioritises competencies such as collaboration, critical thinking, adaptability, and digital fluency. Our commitment to developing confident, compassionate leaders remains unwavering. By integrating skills such as leadership, social influence, and ethical decision-making with technological and analytical competencies, we will equip our students to navigate uncertainty and lead in an ever-changing global context. Through our supportive and inclusive community, and guided by our values, we continue our focus on empowering individual and collective hauora.

We have developed and framed our strategic priorities by first considering the diverse intelligences needed to navigate the challenges and opportunities of the future. Additionally, we have identified the key enablers required to deliver our vision and formulated strategic priorities with these in mind. We have set strategic planning horizons to map our progress and forge the way ahead. Our Strategic Plan sets us up to successfully create an enduring, dynamic learning environment that empowers our students to succeed in life as passionate learners, resilient wāhine, and future leaders. We invite our community – students, parents, teachers, alumni, and staff – to join us on this exciting journey as we shape the future of Te Kāreti o Kuīni Mākareta Queen Margaret College. Watch it happen, together. Luce Veritatis

Forging the way: Our Strategic Plan Our Strategic Plan 2025 – 2028 embraces insights and research from global experts and leaders in the future of education and workforce development. .

Jayne-Ann Young Principal

Anna Lillis Board Chair

Queen Margaret College Strategic Plan 2025 – 2028

WHO WE ARE Our Strategic Plan is anchored on the bedrock of our mission, our vision and our values. In the next evolution of the College: We are experimental and innovative in all that we do. We are progressive, it’s our tradition.

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We inspire our students to value the College, Te Whanganui-a-Tara Wellington, Aotearoa New Zealand, and the planet.

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We nurture our students to step into their future knowing they can create change, remain curious, and dare to live courageous lives.

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We make it happen.

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Māku ngā tāngata e tautoko ki taku taha, māku ngā tāngata e manaaki ki muri nei. I will support those by my side, I will protect those behind me. Whakatauākī gifted to the College in 2022 by Tiana Edmonds (Te Aitanga-a-Hauiti, Ngāpuhi and Ngāi Te Rangi iwi)

INTELLIGENCES Our Strategic Plan embraces insights and research from global experts and leaders in the future of education and workforce development. We have developed and framed our strategic priorities by integrating the five key intelligences: Academic, Emotional, Social, Digital, and Leadership. This aligns directly with our QMC Learning Model, driving a forward-focused approach to education. As we move toward a skills-based outcomes framework, the QMC Learning Model will prioritise learning that surpasses traditional content delivery. It will enable students to develop practical competencies, such as collaboration, critical thinking, adaptability, and digital fluency – skills recognised as essential for future success. Integrating these intelligences within our Strategic Plan will create an enduring, inclusive, dynamic learning environment, empowering students to thrive academically, socially, and as leaders in an interconnected world. We have named our intelligences: Futuristic, Empowered, Engaged, Prepared, and Self. A ARO NAW NCE A M ILIE RES E T U AKA WH PECT RES A GA MĀI N A T I K AGE R OU NAA OSITY C A M NER O rial PON ITY GE eneu d trepr eyon n R e e s G e se b who ltivat alu s INTE e r c r e y e k it lv in

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At Queen Margaret College we are responsible, ethical and engaged digital citizens. We use technology thoughtfully to build connections, drive positive change, and to create and innovate.

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The members of our community will first know themselves, lea rn to work in a team, and th others throug en lead h authentic leadership, mentoring,

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INTELLIGENCES

Futuristic Academic Intelligence Our community cultivates entrepreneurial, critical and analytical thinkers who look beyond the immediate, are courageous, and solve real-world problems to shape the future. Watch it happen as we continually broaden and innovate our curriculum offerings and encourage learners to be creators rather than just consumers of knowledge.

Strategic Priorities

Encourage changemakers by furthering our interdisciplinary learning, embedding sustainability, implementing a digital literacy curriculum and further integrating mātauranga Māori across all year levels.

Develop creators by introducing a new design and creative industries learning area, supported by state-of-the-art maker spaces for digital and STEAM activities.

Deliver transformative, flexible and individualised courses through the refinement of our blended learning offering and development of digital and virtual learning offerings.

Foster entrepreneurs by implementing impact projects and microcredential offerings.

Our community is guided by our values to develop emotional management and self-awareness, empowering us to approach challenges with optimism and resilience.

INTELLIGENCES

Empowered Emotional Intelligence

Watch it happen as we expand the College’s understanding of hauora into an impactful and proactive wellbeing practice, build resilience to withstand challenges, and grow stronger roots in who we are as individuals and as a collective.

Strategic Priorities 1.

Foster a profound sense of belonging and pride in being part of the College by empowering our community to deeply embody our values.

Practise strategies to stay well and cultivate a College-wide understanding of hauora.

Foster positive, growth-focused development by enabling students to track their hauora through reflections and data-driven insights.

Shape tailored learning opportunities to enhance and empower the hauora of our community by continually leveraging data and expert insights.

Queen Margaret College Strategic Plan 2025 – 2028

INTELLIGENCES

Engaged Social Intelligence Our community will nurture whanaungatanga, adeptly navigate diverse social contexts, and make thoughtful contributions within Aotearoa New Zealand and globally. Watch it happen as we elevate social awareness, build partnerships, promote continuous improvement and embed our inclusive environment.

Strategic Priorities

Continue to cherish and honour our history and relationship with the Presbyterian Church.

Continue to cherish and honour our partnership with Te Ātiawa iwi, honouring and acting in accordance with Te Tiriti o Waitangi.

Strengthen social awareness by critically appreciating other people’s cultures and perspectives, and positively contributing to our community.

Continue to cultivate an inclusive College environment through strong relationships, accountability, and an emphasis on community hauora.

At Te Kāreti o Kuīni Mākareta Queen Margaret College we are responsible, ethical and engaged digital citizens. We use technology thoughtfully to build connections, drive positive change, and to create and innovate.

INTELLIGENCES

Prepared Digital Intelligence

Watch it happen as we develop digital sophistication underpinned by the College’s pedagogical rigour, where technology helps achieve better outcomes and fosters creativity and innovation.

Strategic Priorities 1.

Foster responsible and effective use of technology at all levels of the College.

Continue to equip staff and students with essential digital skills needed to navigate, evaluate and create information in a digital world.

Continuously pursue opportunities to enhance staff and students’ digital skills, ensuring adaptability to dynamic digital environments and emerging needs.

Leverage data analytics across all levels of the College to enhance educational outcomes and support data-driven decision-making.

Create a dynamic learning environment by continuing to deliver best practice blended learning and by using digital technology, including AI, to enhance our foundation of proven educational practices.

Enable online learning pathways that combine the flexibility of online education with the high standards and supportive environment that the College is known for.

Queen Margaret College Strategic Plan 2025 – 2028

INTELLIGENCES

Self Leadership Intelligence The members of our community will first know themselves, learn to work as a team, and then lead others through authentic leadership, mentoring, and coaching. Watch it happen as we foster a culture of self-awareness and personal growth, where every individual is encouraged to understand their strengths and areas for development.

Strategic Priorities

Develop the skill sets our staff have in leadership, management and professional development and encourage our staff to lead locally, nationally and internationally.

Design clear leadership progression pathways to help our staff and students visualise and achieve their leadership goals.

Enhance and extend recognition and reward programmes to celebrate leadership achievements and milestones.

Expand mentoring networks and foster continuous leadership development.

ENABLERS The success of our Strategic Plan is enabled by expertise and critical systems ensuring seamless operations, innovative practices, and a strong community. These enablers provide the foundation for achieving the College’s long-term vision of preparing students for the future.

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At Queen Margaret College we are responsible, ethical and engaged digital citizens. We use technology thoughtfully to build connections, drive positive change, and to create and innovate.

The members of our community will first know themselves, lea rn to work in a team, and th others throug en lead h authentic leadership, mentoring,

Campus D evelopme nt Operat ional E xcellen ce Repu t and ation, Pa rt Enga geme nerships, Sust nt aina ble Tec Futu hno res log y

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Queen Margaret College Strategic Plan 2025 – 2028

ENABLERS

Campus Development The College will develop a dynamic campus that honours tradition while embracing innovation. We will create spaces that inspire learning, foster collaboration, and strengthen our community. Watch it happen as we create a vibrant, future-ready campus that blends tradition with innovation, providing inspiring spaces for learning collaboration and community.

Strategic Priorities

Create a dynamic and inspiring campus by implementing a comprehensive Master Plan for campus evolution that assesses opportunities for facility expansion and ensures campus design is aligned with educational objectives and is fit for purpose now and in the future.

Enhance the learning experience by creating state-of-the-art learning environments with a creative industries centre, modernised science facilities, flexible and technology-enabled learning spaces, and dedicated performing arts facilities.

Foster collaboration and strengthen the community by enhancing community and hauora spaces with a central social hub and hauora centre, refurbished common rooms and social spaces, enhanced boarding facilities, and upgraded whole-school assembly venues.

Modernise infrastructure and building systems to support a future-ready campus by improving reception and administration areas, upgrading staff facilities and workspaces, and enhancing campus accessibility and flow.

The College will operate with precision and innovation, ensuring seamless systems, exceptional service, and a culture of continuous improvement that supports student success.

ENABLERS

Operational Excellence

Watch it happen as we drive operational excellence through clear metrics, data-driven decision-making, and a culture of continuous improvement and innovation.

Strategic Priorities 1.

Enhance performance management and measurement by establishing comprehensive metrics, implementing systematic monitoring, improving procurement systems and developing clear operational benchmarks.

Improve process efficiency by streamlining administrative workflows, implementing robust project management frameworks, and improving event management systems.

Strengthen risk mitigation and enhance resilience by actively monitoring threats and addressing internal vulnerabilities.

Advance data-driven decision-making by increasing integrated analytics capabilities, implementing predictive AI solutions, establishing data governance, and building analytics capability across departments to support informed decision-making.

Foster continuous improvement by implementing systemic review cycles and optimising resource allocation.

Improve collaboration by strengthening cross-departmental collaboration, improving knowledge sharing, and expanding staff operational expertise, capability and professional development.

Queen Margaret College Strategic Plan 2025 – 2028

ENABLERS

Reputation, Partnerships, and Engagement The College will strengthen its legacy as a leader in education by fostering meaningful partnerships, celebrating community connections, and amplifying its reputation on the national and global stage. Watch it happen as we foster a culture of impactful engagement and strategic partnerships, where our robust brand platform, personalised customer experiences, and strong alumni connections drive significant growth and strengthen our legacy.

Strategic Priorities

Strengthen brand equity through impactful messaging and a robust brand platform, ensuring stability and growth.

Boost reputation and future-proof the College by fostering a sense of belonging with deeper community engagement and communication, and by enhancing relationships with past, current and future stakeholders.

Enhance the customer experience using data-driven platforms for personalised engagement, supporting growth in targeted programmes in Aotearoa New Zealand and internationally.

Reinvigorate our alumni engagement through tailored events and communications, strengthening connections and fostering passionate advocacy.

The College will secure its position as an educational leader through strategic financial management, environmental stewardship, and innovative operational practices to ensure we remain strong for generations to come.

ENABLERS

Sustainable Futures

Watch it happen as we ensure the long-term sustainability of the College through strategic planning, financial resilience, and innovative practices.

Strategic Priorities 1.

Strengthen financial sustainability through robust financial planning and modelling systems, improved student recruitment and retention programmes, comprehensive enterprise risk management, and diverse revenue streams.

Lead kaitiakitanga and position the College as an exemplar of sustainability by implementing sustainable design principles in facility improvements and campus-wide environmental practices and aligning initiatives with educational programmes.

Increase and support growth by developing strategic partnerships with alumni and community stakeholders, implementing targeted fundraising initiatives, and by creating pathways for sustained community engagement.

Safeguard workforce sustainability by implementing best practice talent acquisition and retention strategies and strengthening leadership succession through targeted professional development.

Maintain facilities excellence through strategic asset management and the use of expert partners.

Queen Margaret College Strategic Plan 2025 – 2028

ENABLERS

Technology The College will leverage technology solutions to streamline administrative processes, foster a safe digital environment, and create a dynamic and interactive learning environment. Watch it happen as we continue to ensure the College has a robust, safe and scalable ICT foundation, which we build on to drive future innovations and growth.

Strategic Priorities

Create a secure and resilient digital environment that protects the privacy and integrity of data, supports safe and effective learning, and fosters a culture of cybersecurity awareness throughout the College.

Create an intuitive, engaging, and accessible digital environment that enhances our community’s experience and incorporates user experience best practices.

Harness the power of data to enhance educational outcomes, drive informed decision-making, and create a culture of continuous improvement within the College.

Align classroom technology with future learning requirements by upgrading ICT infrastructure to support campus development and advanced technology learning, and by ensuring ICT infrastructure evolves to meet the future needs of the College.

Create a dynamic and interactive learning environment where physical technology enhances educational experiences, fosters creativity, and prepares students for the future.

Strategic Planning Horizons To deliver our Strategic Plan, the College will adopt a phased approach through strategic planning horizons. This approach ensures that we build a strong foundation, innovate for the future, and achieve long-term visionary transformation.

Horizon 1

Building a Strong Foundation Focuses on refining and optimising current operations to strengthen our core offering. Initiatives in this phase aim to deliver tangible, shortterm outcomes within one to three years.

Horizon 2

Innovating for the Future Focuses on innovations, new opportunities, strategic partnerships, digital transformation, and people development. Initiatives in this medium-term phase aim to deliver outcomes over two to five years.

Horizon 3

Visionary Transformation Shapes the College’s legacy as a leader in education. Initiatives in this long-term phase are designed to drive growth and sustainability over five to 10 or more years.

Queen Margaret College Strategic Plan 2025 – 2028

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Queen Margaret College Strategic Plan 2025 – 2028

Glossary AI: This acronym stands for Artificial Intelligence. Ākonga: This is the te reo Māori word for student/s or learner/s. Alumni: We have chosen to use the term alumni for our former students, instead of alumnae. This is in keeping with our commitment to being inclusive and recognises all former students. Blended learning: A method of learning and teaching that combines digital learning and interaction with traditional place-based learning and teaching methods. College: In this document, College means Queen Margaret College and encompasses all student year groups from Preschool to Year 13 and, where appropriate, includes staff. Hauora: This is a te reo Māori word that means holistic wellbeing. ICT: This acronym stands for Information and Communications Technology. Impact projects: This is an initiative designed to create significant positive change in a specific area, such as the environment, community, education, or health. Impact projects often involve collaboration among various stakeholders. Iwi: This is the te reo Māori word for tribe. Kaitiakitanga: This is the te reo Māori word for environmental stewardship or environmental sustainability. In this document, we are using this word to encompass both environment stewardship and sustainability. Mātauranga Māori: This is a te reo Māori term that means Māori knowledge. Micro-credential: A small, stand-alone award with set learning outcomes. It may also form part of a programme that leads to a qualification. STEAM: This acronym stands for Science, Technology, Engineering, Arts, Mathematics. Te Kāreti o Kuīni Mākareta: This is the te reo Māori name for Queen Margaret College. Te Tiriti o Waitangi: Te Tiriti o Waitangi (known in English as The Treaty of Waitangi) is a treaty signed in 1840 by representatives of the British Crown and Māori iwi. It has been enshrined in New Zealand law with an evolving set of principles that outline commitments and responsibilities toward Māori. Wāhine: This is the te reo Māori word for woman or women. Whakatauākī: This is the te reo Māori word for a proverb or significant saying, particularly one urging a type of behaviour, where the author or source of the proverb is known. Whanaungatanga: This is a te reo Māori word that refers to relationships, kinship, and a sense of belonging. It emphasises the importance of connections between people, whether through family ties, shared experiences, or a common purpose.

Queen Margaret College Strategic Plan 2025 – 2028

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