St Joseph’s College Geelong Strategic Plan 2018 - 2022
Indigenous Touchstones Carpet
This carpet design appears in the College Chapel, Edmund Rice Campus and Mary’s Chapel,Westcourt Campus. The design represents the four touchstones of a Catholic School in the Edmund Rice TraditionInclusive Community, Liberating Education, Gospel Spirituality and Justice & Solidarity. It was designed by artist Vicki Clarke of Aboriginal Catholic Ministry Victoria.
Acknowledgement OF COUNTRY
We acknowledge the Wadawurrung people of the Kulin Nation, the traditional owners and custodians of the land on which St Joseph’s College stands. We are inspired and nurtured by Aboriginal and Torres Strait Islander wisdom and spirituality and commit ourselves to actively working together for reconciliation and justice.
The St Joseph’s College Story
St Joseph’s College opened on our current site in Newtown on 3 February 1935. Catholic education on the site commenced much earlier when St Augustine’s church and day school was established facing Noble St in 1854. St Augustine’s orphanage was established on Queens Rd in 1857 with Daniel O’Driscoll appointed manager. The orphanage became boys only with the arrival of the Sisters of Mercy in 1859 who established the Sacred Heart convent orphanage and school. The school and orphanage were taken over by the Christian Brothers in 1878. The first St Joseph’s College opened in March 1890 and was conducted by the Christian Brothers. Situated on the grounds of St Augustine’s orphanage it catered for boarders and day students, but closed in 1893 although the orphans were still schooled at the orphanage. The present day St Joseph’s College commenced as a day school in 1935 with Brother Butler as the first Principal. Boarding commenced in 1940 until its closure in 1967.
Primary education was part of St Joseph’s until 2007 when it was phased out to enable additional secondary enrolments. In 2014 the College Westcourt campus catering for year 9 students was opened in Minerva Rd Herne Hill. With the support of families, the wider community and a dedicated staff, we are thriving. St Joseph’s College has continued to grow to over 1800 students and now boasts state of the art facilities on beautifully developed grounds where boys of the Geelong region experience a quality Catholic education in the Edmund Rice tradition.
St Joseph’s College is governed by Edmund Rice Education Australia (EREA) which is a civil and canonical entity established by the Christian Brothers in 2007. EREA now governs approximately 50 schools across Australia which were owned by the Brothers at that time. EREA delegates the responsibility for management of the College to the Principal who is appointed by EREA and is supported by the College Board.
EREA schools, inspired by the charism of Edmund Rice, offer an education guided by the charter for Catholic schools in the Edmund Rice tradition. The charter articulates four touchstones which these schools aspire to:
Liberating Education, Justice and Solidarity, Inclusive Community and Gospel Spirituality.
While governed by EREA, the College works collaboratively with Catholic Education Melbourne and follows the policies of the Catholic Education Commission of Victoria.
An aerial photo of St Joseph’s College taken in the 1930’s
Our Vision
As a Catholic school we aspire to form students’ hearts and minds to act with integrity and compassion within a learning culture that is engaging, rigorous, inclusive and innovative and within which each student is challenged to achieve excellence.
Our Mission
We will foster an engaged, inclusive and respectful learning community inspired by the story of Edmund Rice and based on Gospel values where students are encouraged to ‘strive for the highest’ aspiring to excellence in academic, spiritual, cultural and personal endeavours. We aim to equip students to be globally connected citizens committed to personal excellence, enriching the wider community and standing in solidarity with the marginalised.
Our Commitment
St Joseph’s College is committed to child safety and the care, safety and wellbeing of students are embedded in our policies and practices. All staff will work in accord with child safe practices and child protection reporting guidelines. The participation and empowerment of all young people is a consideration in decision-making, as we seek to provide a safe and nurturing environment where young people are respected and listened to.
Our Strategic Priorities
Operational Sustainability
To build an operational structure and resourcing model capable of supporting the strategic direction of the College.
“Be diligent to know the state of your flocks, And attend to your herds.” (Proverbs 27:23)
Justice and Solidarity
To have a strong commitment to justice and peace for all, grounded in a spirituality of action and reflection that calls us to stand in solidarity with those who are marginalised and the earth itself.
“And what does the Lord require of you, but to do justice and to walk humbly with your God.” (Micah 6:8)
Liberating Education
To open hearts and minds, through quality teaching and learning experiences, so that through critical reflection and engagement each person is hope-filled and free to build a better world for all.
“I have come that you may have life and have it abundantly”. (John 10:10)
Gospel Spirituality
To invite people into the story of Jesus and strive to make his message of compassion, justice and peace a living reality within our community. (1 Cor 2:12)
Inclusive Community
To build a community that is accepting and welcoming, fostering right relationships and committed to the common good.
“This is my commandment, that you love one another as I have loved you.” (John 15:12)
Priority 1: Liberating Education
1.1 Improving the learning culture of St Joseph’s College.
1.1.1Implement a model of continuous improvement. Reviewing, implementing and promoting opportunities to develop excellence in the student and staff learning culture.
1.1.2Conduct a review of the Westcourt curriculum, culture and how students are prepared for the senior years.
1.1.3Regularly review the impact on learning growth and cost effectiveness of initiatives including Literacy and PBL/ PrBL.
PrincipalLearning & Identity Jun 2019
1.1.4 Catholic Education Melbourne Targeted review (2018) to be focused on increasing student engagement. PrincipalJun 2018
1.1.5 Determine new ways of acknowledging student academic effort including a review of current awards. Director of CurriculumDec 2018
1.1.6Investigate opportunities to promote student voice.Deputy PrincipalOngoing
1.1.7Develop extension opportunities through partnerships with Deakin University, overseas providers eg. Shanghai International & Cultural Foreign Language School and other community organisations.
1.1.8Develop additional orientation opportunities for each year level at the end of each year.Deputy PrincipalsDec 2018
1.1.9Develop consistent expectations and consequences to promote effort in exams and completion of holiday homework.
1.2 1.2 Develop a student centred 21st Century learning environment.
1.2.1Provide teacher professional development which promotes high impact teaching strategies and emphasises collaboration and innovative learning.
1.2.2 Provide opportunities for students to participate in virtual classrooms (e.g. Google Classroom/Zoom). Deputy Principal Learning & Identity Dec 2019
1.2.3Make iLearning programs accessible to all students through a differentiated curriculum. Deputy Principal Learning & Identity Dec 2019
1.2.4Develop new and updated facilities that promote and support collaboration. Deputy Principal Learning & Identity Ongoing
1.2.5Promote opportunities for co-curricular involvement in a broad range of areas including music, sport and arts and technology. Deputy Principal Learning & Identity Ongoing
1.3 Set a minimum target of 12 months progress annually for each student.
1.3.1Use of student data effectively (including On Demand, Academic Assessment Services (AAS), NAPLAN, VASS Data) to inform teacher practice and support target teaching.
1.3.2Review assessment practices (both formative and summative) with a view to developing an assessment schedule.
1.3.3Establish clear procedures and processes for data collection, intervention strategies, assessment records.
1.3.4Review current student management processes to provide opportunities for targeted staff professional learning on classroom behaviour management.
1.4 Support Staff Wellbeing.
Learning & Identity
Learning & Identity
1.4.1Ensure commitment to staff wellbeing.Deputy Principal -Wellbeing Ongoing
1.4.2Consider staff workloads in all decision making. PrincipalOngoing
Priority 2: Gospel Spirituality
2.1 Enhance the Catholic Identity of our staff.
2.1.1Provide staff support and training using Enhancing Catholic School Identity material.
2.1.2Develop parameters and promotion of expectations regarding RE Accreditation & EREA formation programs.
2.1.3Ensure the interview process allows prospective staff to articulate ways they reflect and progress their faith and understanding in working in an EREA school.
2.1.4Ensure our Religious Education curriculum delivery conforms with Arch-Diocesan Guidelines.
2.1.5 Nurture and encourage spiritual growth by encouraging staff to use prayer, reflections, symbols, sacred stories, rituals to break open the word of God at staff gatherings.
2.1.6Provide Spirituality Days & circulation of reflective and educative religious material to promote staff professional and personal formation.
2.2 Enhance the Catholic Identity of our students.
2.2.1Review
2.2.3Provide opportunities to bring each Year Level together in liturgy.
2.2.4Engage students and staff in inter-faith dialogue.
2.2.5Promote collaboration between YLC's to align our Year level themes with EREA Touchstones and Gospel passages.
2.2.6Promote student involvement in Catholic events such as World Youth Day, EREA and local and arch-diocesan events.
- Learning & Identity Ongoing
22.7 Review College policies and guidelines to ensure they mandate just and compassionate treatment of all. PrincipalDec
2.2.8Promote the importance of indigenous culture and spirituality to students and the community.
& Identity Ongoing
2.3 Enhance the Catholic Identity of our families.
2.3.1Ensure communication with the College community references Gospel passages and teaching.PrincipalOngoing
2.3.2Engage families in contextual prayer at the commencement of all College functions.PrincipalJun 2018
2.3.3Provide opportunities for family members/ families to join liturgies.
2.3.4Provide families with information regarding their sons’ Religious Education units and Liturgical Sessions.
Deputy Principal Learning & Identity Ongoing
Deputy Principal - Learning & Identity Jun 2018
Priority 3: Inclusive Community
3.1 Enhance collaborative partnerships between St Joseph’s and the broader community.
3.1.1Encourage engagement with Old Collegians, families and friends of St Josephs through support for bodies including Old Collegians Association, Parents & Friends, Josephine’s, SJC Foundation who support the vision of the college.
3.1.2Promote the importance of partnerships between staff, students and SJC families to support student wellbeing and educational outcomes.
3.1.3Consider opportunities to provide access to College facilities for community groups outside school hours.
3.2 Create a safe and inclusive learning environment.
3.2.1Review all structures, policies and procedures relating to child safety to ensure child safety is embedded in our school culture.
3.2.2Develop further understanding and acceptance of mental health/ illness amongst students and staff through professional learning and shared experience.
3.2.3Audit and Implement the Rights, Resilience and Respectful Relationship Curriculum that is applicable to SJC.
3.2.4Implement a Wellbeing program that is relevant to the developmental needs of all students.
3.2.5Promote understanding and acceptance of conditions that impact learning for students and continue to offer opportunities for students with learning needs including trauma informed practice.
3.2.6Encourage the St Joseph’s community to welcome and celebrate difference and diversity in all aspects including gender, race and sexuality.
Principal -Wellbeing
-Wellbeing Ongoing
-Wellbeing
-Wellbeing
3.3 Ensure equitable access to Catholic education for all students in the region.
3.3.1Develop funding pathways to provide greater access to enrolment at the College and support families who are experiencing financial hardship.
3.3.2Encourage low SES families to apply for enrolment.PrincipalAnnually
3.3.3Review the provision of educational support annually and (within financial limitations), provide students with additional learning needs ongoing access to education at St Joseph's.
3.4 Ensure flexible and diverse pathways and opportunities for every student.
3.4.1Maintain pathway opportunities for students through programs such as VITA / VCAL, Pre VCAL, Pre Vita and school based apprenticeships. Review subject and pathway selection processes to ensure best fit for each student.
3.5 Foster intercultural knowledge and skills in students, staff and the wider community.
3.5.1Further develop knowledge and understanding of Aboriginal and Torres Strait Islander people, culture and histories promoting pride and respect through staff PD, and curriculum.
3.5.2Develop cultural awareness through local and global connected learning experiences eg. Edmund Rice Education Beyond Borders.
Priority 4: Justice & Solidarity
4.1.2Consider opportunities to support and employ staff from disadvantaged and minority backgrounds.PrincipalOngoing 4.1 Welcome, care for and educate minority groups.
4.1.1Enrol and cater for refugee families.PrincipalOngoing
4.2.1Ensure St Joseph’s College is a workplace that demonstrates gender equality and respect through the annual collection and analysis of gender disaggregated data and the use of data to support decision making.
4.2.2Promote gender equity and challenge gender stereotypes through a review of policy, curriculum and professional learning.
4.2.3Create opportunities for staff to maintain involvement with the College during parental leave. Deputy Principal -Wellbeing
Develop student advocacy skills.
4.4.1Develop additional immersions to the developing world and create opportunities for the College community to become aware of the work of the Christian Brothers.
4.4.2Investigate a program to encourage and develop advocacy skills in our students.
4.4.3 Create mechanisms to encourage and recognise students who speak up and take action to challenge injustice.
5.1 Maintain a sustainable structure to facilitate the teaching & support functions of the College.
5.1.1Conduct a review of organisational structure incorporating position expectations, accountabilities and qualifications.
5.1.2Review support functions to ensure capability matches demand now and into the future.PrincipalDec 2018
5.1.3Review budgeting and forecast growth to support sustainable teaching practices.PrincipalJul 2018
5.2.1Investigate the implementation of a leadership learning model.PrincipalJan
2018 5.3 Develop measures for all educational programs.
5.3.1Implement a model for the review of major initiatives covering such aspects as strategic intent, cost benefit analysis and budgetary considerations.
5.4.1Review and embed affordability principles in the development of the College’s financial plan development including fee setting and budget allocations.
Maintain a relevant and supported facilities masterplan.
5.5.1Forecast and cost facilities requirements through the life of the strategic plan.Business ManagerOngoing 5.5.2Review and implement strategic facilities masterplan.Business ManagerOngoing
5.6 Ensure enrolment policy remains consistent with the College vision
5.6.1Review enrolment policy for alignment against College’s vision and mission.PrincipalDec 2018
5.6.2Conduct review of enrolment intentions to create a sustainable model linked with facilities support and staffing. Business ManagerDec 2018
5.6.3Model sustainability of enrolment policy against financial objectives of the College.Business ManagerOngoing
5.6.4Review and forecast student movement from the College and develop policy for new students predicated on support for the Armstrong Creek school intake.
PrincipalDec 2018
5.6.5Implement an annual workforce planning model including interviews with staff to identify potential intentions and exit interviews with departing staff. PrincipalFeb 2019
5.7 Teaching subject future.
5.7.1Review the viability of current subject offerings. Deputy Principal Learning & Identity Jun 2019
5.7.2Maintain diversity of curriculum. Deputy Principal Learning & Identity Ongoing
5.8 Succession Planning.
5.8.1Review all significant roles in the College with a view to planned succession.PrincipalDec 2018
5.9 Maintain affordable fees.
5.9.1Ensure that fees do not rise by more than the EREA set threshold annually.Business ManagerOngoing
