Making Tracks

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SHALOM CHRISTIAN COLLEGE

2015-2018

Vision

Shalom Christian College, an entity of the Uniting Church in

Australia (Queensland Synod), will be recognised as providing

Innovative leadership and excellence in Indigenous Christian education.

By embracing Indigenous Christian perspectives and Indigenous cultural

knowledge and wisdom, it will foster in students strong, positive identities.

In its commitment to holistic education, Shalom will create a

safe environment in which students gain the knowledge, skills

and purpose to attain economic independence, be empowered

to achieve their full potential and contribute positively to their

families, their communities, and to Australian society.

SHALOM CHRISTIAN

COLLEGE

Mission Statement SHALOM CHRISTIAN

COLLEGE

The purpose of Shalom Christian College is to provide an environment in which young

Indigenous people can prosper spiritually, emotionally, intellectually, physically and materially,

and be empowered for life in all its fullness.

In doing this, Shalom Christian College will provide programs which:

1. Offer Primary and Secondary Education that meet state and national standards

2. Have a special focus on literacy as an ESL school, and to grow numeracy skills

3. Provide opportunities for developing Christian beliefs in an Indigenous spiritual context

4. Foster strong identity, self-esteem, and pride in their cultural heritage as Indigenous Australians

5. Empower students to control their directions in life and to contribute to vibrant futures for their communities

6. Foster and express Indigenous cultural knowledge, recognising and valuing cultural differences

7. Develop concepts of social justice and equity and the strategies of political empowerment

8. Actively promote parent and community participation in the College fostering Health and Wellbeing across all situations

9. Provide opportunities for students to participate, and develop their skills, in sport and other recreational activities

10. Encourage a core of creativity while developing skills for lifelong learning

11. Foster self-discipline and a work ethic to succeed in Australian society

12. Provide pathways to training and employment that will lead to economic and financial empowerment

13. Develop problem-solving skills and encourage critical reflection and analytical thinking

14. Develop an understanding of the relationship between scientific and non-scientific knowledge

Values SHALOM CHRISTIAN

COLLEGE

1. The Australian Indigenous Christian faith and lifestyle

2. Aboriginal and Torres Strait Islander cultures, including beliefs, spiritual understandings, language, practices, traditions, aspirations, knowledge, histories, and artistic expression, including the fundamental relationships to land and families

3. The diversity of Aboriginal and Torres Strait Islander cultures

4. The special contribution of Aboriginal and Torres Strait Islander cultures to Australian development

5. The knowledge, heritage and wisdom of ATSI elders

6. The many cultures of Australia as a gift of God to the nation

7. The enhancement of communication and understanding between the various groups that make up the Australian nation

8. Reconciliation between the Indigenous Australian community and other Australians

9. Respect and care for the natural environment

10. The holistic wellbeing of the individual and community

11. Justice and equity, and each individual’s identity and self-esteem

12. A goal of interdependent independence, individual self-discipline, self-reliance, personal initiative and economic independence

13. Empowerment of Aboriginal and Torres Strait Islander people to determine and pursue their own individual and community destinies

14. Integrity, truth, reliability and accountability

15. Lifelong learning and the opportunity for people to achieve their full potential (physically, intellectually and spiritually) at all stages of their lives

16. Respect and compassion in human relationships and care for people

17. The stirring of and encouragement toward confident individual and corporate creativity

18. Respect for property and country

19. The diverse cultural experiences and professional perspectives of its staff and students

20. Excellence in management and administration

21. The contribution of each person to the College

22. Teamwork, cooperation, a common purpose, and a cohesive community

23. Excellence in all aspects of the College’s life

SHALOM CHRISTIAN COLLEGE

2015-2018 Making Tracks

The 7 Key Elements of Making Tracks are: • Students

• Teaching and Learning

• Community

• Staffing and Management

• Facilities

• Financial Management

• Governance

Shalom will encourage each student to strive to be the best person he or she can be,

developing the gifts that God has provided.

Goals:

• To provide a safe and supported learning and living environment which will enhance physical, mental, emotional, social, spiritual and cultural well being

• To equip students with the skills and knowledge to be able to take further study and or employment in order to become leaders in their families and in their communities and the wider Australia society

• To develop a statement which describes the preferred profile(s) for Year 12 graduates and use this to guide the development of curriculum and decision-making at Shalom

• To enhance the sense of belonging for students who have come from remote communities

• To facilitate a strong student leadership program

• To seek 100% retention from Primary to Secondary

• To increase attendance rates to match/exceed Queensland averages

STUDENTS KEY ELEMENT ONE

• Shalom graduate profile published for the wider community

• Primary Secondary retention rates increase

• Attendance rates meet or exceed Queensland averages

• Student/parent satisfaction surveys conducted and analysed

• Student leadership opportunities are developed and enhanced

STRATEGIC INDICATORS FOR ELEMENT 1 KEY ELEMENT ONE

Shalom will focus on teaching and learning that is appropriate to the needs of its students

and founded on best practice

Goals:

• To identify and implement best practice in culturally appropriate teaching and learning which supports the learning styles and needs of individual students at Shalom

• To review the curriculum and learning outcomes on an annual basis and identify priorities for the year ahead

• To provide students with a broad curriculum and multiple pathways that reflects the Christian foundations of Shalom

• To encourage a culture of high performance in all aspects of a student’s life at Shalom

• To use learning technologies as a tool to enhance the delivery of curriculum and student learning

• To enable every student in Year 12 to graduate with a recognised qualification

TEACHING & LEARNING KEY ELEMENT TWO

• Curriculum review report is tabled for board annually

• Graduates all achieve a recognised qualification

• NAPLAN and other formal measures of student achievement are used to inform

decision making about curriculum and pedagogy

• Information Technology is used as a teaching and learning tool across the

curriculum

• All teachers have a professional development plan which reflect the priorities and

strategic directions for Shalom

KEY ELEMENT TWO STRATEGIC INDICATORS FOR ELEMENT 2

Shalom will focus on building strong working relationships across the College and with people

in the wider environment

Goals:

• To foster a strong sense of Christian community within Shalom

• To strengthen communication within all communities and key stakeholders (parents, students, staff)

• To develop strong links with the external community

• To promote and foster interaction with other UC schools

• To market Shalom in the wider community and foster links to the school

• To establish an alumni group to encourage links with the wider community

Community KEY ELEMENT THREE

• A self-supporting alumni group is established

• An annual marketing plan is presented to the board for approval

• Regular surveys show that the quality of communication with stakeholders has

improved (parents; staff; students…)

• Newsletters are published and distributed regularly

• The Shalom website is reviewed and updated regularly

• Social media services are utilized to communicate with stakeholders and promote

Shalom

• Invitations to significant events are extended to the Shalom community and the

wider community where appropriate

KEY ELEMENT THREE STRATEGIC INDICATORS FOR ELEMENT 3

Shalom will work to provide a professionally satisfying environment in order to enhance

teaching, learning and the development of a Christian learning community.

In addition, the leadership team will ensure that the operations of the College are effective

and efficient and fulfill the mission set out by the board.

Goals:

• To support staff to work within a culturally sensitive framework

• To establishing appropriate staffing levels and structures

• To have clear role descriptions and career pathways

• To provide staff with opportunities for professional growth and service

• To develop individual annual professional development plans for all staff

• To have a signed Enterprise Agreement for all staff

• To fully implement the TASS administration/financial system

• To conduct regular Staff Appraisals

Staffing & Management KEY ELEMENT FOUR

• Annual PD plans for staff are completed and a summary tabled for the board

(February meeting)

• The Enterprise Agreement is adopted

• Standardized role descriptions are provided for all positions

• Staff undertake appropriate training in areas associated with working with

indigenous students

• TASS modules are operating and staff have regular training in TASS

• Sector leaders/managers conduct Staff Appraisals and submit reports to the

Principal

KEY ELEMENT FOUR STRATEGIC INDICATORS FOR ELEMENT 4

Shalom will develop and maintain facilities that enhance teaching and learning in a

Christian learning community

Goals:

• To develop a Master Plan for Shalom

• To establishing an appropriate maintenance plan

• To determine the best course of action for Crystal Creek

• To consider future needs such as:

• A chapel

• Primary Administration

• Alternative boarding facilities

• Bus transport

• Capital developments and provision for capital replacements

Facilities KEY ELEMENT FIVE

• A schedule to develop the Shalom Master Plan is approved by the board

• An annual maintenance plan is developed for consideration in the budget

discussions

• A course of action for Crystal Creek is identified and approved

• Future capital needs are identified

KEY ELEMENT FIVE STRATEGIC INDICATORS FOR ELEMENT 5

Shalom will apply principles of sound stewardship to its financial procedures to ensure that it

can provide a high quality teaching and learning environment

Goals:

• To have a strong financial basis for continuing to grow and develop Shalom and its programs

• To set and approve criteria for key financial indicators:

• Class sizes

• Staffing ratios and levels

• Resource allocation to sectors and programs

• Capital expenditure

• To prepare a detailed annual budget with a rolling 5 year forecast for approval by the board no later than October each year

• To distribute a budget outline for the leaders of each sector before the commencement of the school year

• To devolve budget and ordering to sector leaders within agreed parameters

Financial Management KEY ELEMENT SIX

• KFI are identified and approved

• The Budget is approved by the board in October

• The rolling 5 year budget forecast is used to identify areas of strength and

weakness

• Budget outlines and expenditure guidelines provided to sector leaders and

managers before the commencement of the school year

KEY ELEMENT SIX STRATEGIC INDICATORS FOR ELEMENT 6

Shalom will be governed by a predominantly local board, which is focused on supporting

And developing a Christian school for Indigenous students under the constitution approved by

the UC Synod

Goals:

• To govern within a framework that is culturally appropriate

• To govern within the guidelines laid down by the UC Schools Commission

• To appoint and support the Principal (and through the Principal, the Business Manager)

• To ensure that processes are in place to approve and monitor:

• The annual budget

• The financial, operational and compliance risks of the College

• The operational and financial delegations of the Principal and Business Manager

• The current financial position of the College

• Implementation of the Strategic Plan

• To provide induction programs for new members and governance training for the board members

• To develop a succession plan for the board

• To report regularly to the UC Schools’ Commission and the UC Synod

• To develop a sub-committee structure to bring recommendations to the board

• To develop a board calendar which includes:

– Policy reviews

– Establishing budget parameters

– Budget approval

– Governance training and induction

– Review of the board’s performance

Governance KEY ELEMENT SEVEN

KEY ELEMENT SEVEN STRATEGIC INDICATORS FOR ELEMENT 7

• See also SI’s for Element 6

• The board conducts annual reviews of its performance

• The board conducts annual reviews of the Principal’s performance against

agreed indicators

• The board provides an annual report of its activities to the Shalom community

• The board conducts an annual review of the state of developments under the

approved Strategic Plan

• The board engages in governance training

• The board has in place:

• An approved Strategic Plan

• A handbook for board members

• An agreed format for the principal’s report

• A conflict of interest policy and register

• A Blue Card register

• Procedures to review and approve policies

• An induction program for new and prospective members