Strategic Improvement Plan 2016–2018

archbishop
archbishop-sydney-catholic-schoolsCatholic schools in the Archdiocese of Sydney have a strong reputation in the general community, with record enrolments and significant academic achievements. One of the hallmarks of our Catholic education system is the determination to improve continually at all levels. The 2014 external review is one example of this. It was heartening to read in the panel report that one of the many strengths identified is the ‘unambiguous clarity of Vision and Mission’. The Vision and Mission statement contains bold statements which articulate the core beliefs and foundations, and underpin everything that Catholic schools do. Catholic education is grounded in the Church’s mission to proclaim Christ crucified (1 Cor 1:23) and to teach our children the Catholic faith and Catholic values.

Another important document is the The Archbishop’s Charter for Catholic Schools which lists the aspirations and expectations for our schools. It recognises the complex goal of educating children in the scriptures and tradition, and forming them intellectually, morally, imaginatively, liturgically and socially.

NEW HORIZONS is embedded in the Vision and Mission of Catholic schools and the Archbishop’s Charter. It clarifies the strategic directions for schools and also acknowledges that the future is not always clear. In our rapidly changing world, we must always be ready to embrace the challenges with which we are confronted and to equip our students with the will and skills to help make God’s Kingdom come in 21st century Sydney.

My vision for Catholic schools is that they are centres of the new evangelisation, led and staffed by ‘missionary disciples’, to use Pope Francis’ phrase. Our schools need to be places where our young people experience God. People are brought to a strong and living faith by personal encounters with Christ, and Catholic schools are the ideal places for such encounters to happen. This is why every staff member of Sydney Catholic Schools is called to play a role in the Church’s mission to evangelise. It is through our example, our interactions with others, our actions towards the marginalised, our articulation of the Faith and our active participation in the life of the Church, that we are the most powerful and effective forms of evangelisation for those entrusted to our care.

In these oases of Catholic prayer and life that are Catholic schools, it is my dream that each person is welcomed, formed and sent; that these well-educated, well-formed young people will emerge from our schools ready to be ‘missionary disciples’ in their lives.

God bless our Catholic schools!
Archbishop Anthony Fisher OP
Archbishop of Sydney
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Dr Dan White, Executive Director's of SCSdan-white

NEW HORIZONS is a strategic plan full of promise and optimism to guide the young people in our schools over the next three years. It signals a clear determination to inspire the spirits and minds of all in our community to look to the future with hope.

Being student-centred, the plan will set the direction for our 150 systemic schools and administration offices in the Archdiocese of Sydney for the next three years.

Strategic planning and a culture of improvement have been a focus of Catholic education in Sydney for many years. They have been characterised by consultation, collaboration, and building on the strength of the Catholic educators who preceded us. In 2014, the Catholic Education Office Sydney commissioned an external review of the previous Strategic Plan ‘Building On Strength’. This review was conducted by an expert panel.

The terms of reference for the review were broad and provided an opportunity to ensure that authentic and honest feedback would inform future directions. Extensive consultation was undertaken with over 7000 members of the Catholic schools community including pastors, leaders of Catholic religious institutions, students, parents, principals, assistant principals and CEO staff. The data collected was used to formulate a comprehensive report which identified areas of strength and helped shape this new strategic plan. The new plan is also faithful to the 11 elements of The Archbishop’s Charter for Catholic Schools.

A number of principles were collaboratively designed to guide the development of the plan. First and foremost, the plan needed to be underpinned by the dual moral purposes (Catholic Identity/Mission and Student Learning) of Catholic education in the context of our Vision and Mission. It needed to be student-centred and focused on the formation of the whole child. It needed to be inclusive and characterised by high expectations so that all students would achieve their full potential. In essence, New Horizons is a plan for all schools and directorate teams working in harmony across the system to support the educational growth and spiritual development of our most important stakeholders: our children.

To position Sydney Catholic Schools for long-term success, the plan needed to be highly strategic and focus on a limited number of challenging, achievable and sustainable priorities. Subsequent annual implementation plans will have to align easily with this plan and be well designed and clearly communicated using accessible and non-technical language.

In addition to this, the priorities of the local context, the Archdiocese of Sydney and state and national

governments’ educational agendas will need to be addressed with precise accountability processes for reporting the progress of the plan.

Consequently, NEW HORIZONS will inform all future directorate and school strategic and annual improvement plans. An innovative feature of this plan is the section entitled ‘Looking Forward’. The statements here form the foundations for significant cultural change within the organisation. They demonstrate a deep commitment to positive life-giving relationships at all levels.

The five Strategic Priorities – Catholic Identity and Mission, Learning and Teaching, Student and Staff Wellbeing, Capacity Building and Stewardship of Resources – have been identified as the essential elements of our strategic growth and continued success as a system of schools. They are recognised as our ‘core business’ and are the key responsibilities of all.

It is my fervent hope that every person – student, parent, pastor and staff member – can clearly see his or her place within this plan. I look forward to working in partnership with you all to bring this plan to fruition and to continue to further the mission of the Church in Catholic schools in the Archdiocese of Sydney.
Dr Dan White, Executive Director of Sydney Catholic Schools

Vision for Sydney Catholic Schools

As partners in Catholic education, we commit ourselves to developing authentic Catholic schools which:

  • are founded on the person of Jesus Christ and enlivened by Gospel values
  • highlight the relevance of our faith to life and contemporary culture
  • are embedded within the community of believers, and share in the evangelising mission of the Church
  • are committed to the development of the whole person.

The Mission for Sydney Catholic Schools

As partners in Catholic education, we commit ourselves to our students by:

Celebrating being Catholic in Australia

  • Recognising that Jesus Christ is central to our lives
  • Imparting Catholic beliefs, values, practices and traditions within a faith-filled community
  • Working with those who experience disadvantage
  • Rejoicing in our cultural diversity.

Ensuring Quality Teaching and Learning

  • Providing a stimulating and challenging curriculum which links faith and culture
  • Promoting our schools as places of learning and excellence
  • Embracing the privilege and the challenge of teaching in Catholic schools
  • Promoting an active partnership between home, parish, school and community
  • Making creative use of available resources.

Making a Difference in our World

  • Fostering the dignity, self-esteem and integrity of each person
  • Collaborating with others for the good of all
  • Inspiring hope and a positive vision for the future
  • Continuing the rich tradition of Catholic education in Sydney.

Principles for Strategic Planning

The following principles were formulated to guide the development of NEW HORIZONS. They can also assist leadership teams within the Sydney Catholic Schools community as they develop Strategic Improvement Plans.

STRATEGIC PLANS WILL:

  1. Prioritise the dual moral purposes (Catholic Identity/Mission and Student Learning) of Catholic education in the context of the Vision and Mission
  2. Be student-centred and focused on the formation of the whole child
  3. Be inclusive and characterised by high expectations so that students will achieve their potential
  4. Focus on the strategic (and not operational) priorities that position Sydney Catholic Schools for long-term success
  5. Identify a limited number of challenging, achievable and sustainable priorities
  6. Ensure that there are well-designed, clearly communicated, aligned annual implementation plans
  7. Use language that is clear, non-technical and accessible
  8. Address the priorities of the local context, the Archdiocese of Sydney and state and national governments’ educational agendas
  9. Specify precise accountability processes for reporting the progress of the plan.

Looking forward Sydney Catholic Schools

This section of the Strategic Plan outlines the cultural shifts that will increasingly see students and schools as the centre of the system of Sydney Catholic Schools. These shifts are embedded in the Vision and Mission of Catholic education and the Archbishop’s Charter for Catholic Schools. They are centred on the preparation of students as creative learners with Catholic values in a future Australian society. These shifts will be monitored through the system’s cultural surveys and through evaluations of Key Improvements throughout the plan.

The next three years will see the Sydney Catholic Schools community move towards

Our Students
Continued improvement in student literacy and numeracy across our schools
A personalised and inclusive approach to student learning through further diversification of teaching practice
Broadening the measures of learning success
Proactively responding to emerging student wellbeing needs
Fostering personal and spiritual growth, Mass attendance and deeper engagement with their faith communities.

Our Staff
Strengthening professional and respectful relationships informed by Catholic truths and values
More effective collaborative professional learning networks
A systematic approach to leadership and teacher formation informed by national professional standards
Further commitment to the wellbeing of staff
Strengthening faith formation and religious leadership opportunities for staff.

Our Schools
Recognising students and schools as the centre of our system
A commitment to innovation in response to the changing needs of students
Devolution, empowerment and responsibility for decision-making at school level
Increasing, where possible, the proportion of Catholic enrolments.

Our Families
Affirming and supporting parents as the primary educators of their children
Responding to students’ diverse pastoral needs
Deepening the culture of partnership between families and school
Strengthening family evangelisation.

Our System
More effective and personal communication between schools, regional and central offices
Greater awareness and moderation of the contemporary demands on schools and staff
A more strategic, inclusive and collaborative approach to decision-making, change management and project development.

Our Parishes and Diocese
Strengthening commitment to the evangelising and catechising mission of the Church
Strengthening understanding of and commitment to the school-parish and school-diocese relationship
Affirming and supporting parish priests as leaders of the local faith community
Deepening Archdiocesan identity and engagement.

Strategic Priorities for Sydney Catholic Schools

As a Catholic school system, we are committed to the dual moral purpose of evangelisation and providing authentic learning experiences for our students. Over the next three years, Sydney Catholic Schools will focus on five Strategic Priorities in achieving this dual moral purpose.

Strategic Priorities for Sydney Catholic SchoolsThe Strategic Priorities have been developed to take forward the Vision and Mission for Sydney Catholic Schools and are aligned with the Archbishop’s Charter for Catholic Schools. Each Strategic Priority has its own vision and includes areas of Key Improvement, which will guide the direction and focus of Sydney Catholic Schools over the next three years. We will measure the extent to which each of the Key Improvements is delivered by the Indicators of Progress linked to each Key Improvement.

 

STRATEGIC PRIORITY 1 Catholic Identity and Mission

I am the way, the truth, and the life
John 14.6

Vision

Jesus is at the heart of our Catholic identity, and the ongoing proclamation of the Kingdom of God in word and action is the mission of Sydney Catholic Schools. Our Catholic schools derive their identity from the person of Jesus Christ. As faith communities, they exist in the hope that all members will have a personal encounter with Jesus, ‘the way, the truth and the life’, and be empowered in their Christian witness and discipleship.

Our Catholic schools actively contribute to the evangelising and catechising mission of the Church and seek to draw people into active participation in the life, mission and work of the Catholic faith community. Our challenging cultural context calls us to a missionary discipleship characterised by new approaches, vitality and enthusiasm – a ‘new evangelisation’.

Animated by the spirit of the Gospel, our Catholic schools are places of welcome, hospitality and service, where the seminal truths and values of a Christian worldview are celebrated and shared.

Drawing people together from diverse backgrounds and with different sets of beliefs, Catholic schools are commonly regarded as “meeting places for those who wish to express Christian values in education” (The Catholic School, p.53).

Working in partnership with families and local parish communities, Catholic schools seek to foster the personal and spiritual growth of each member so that he or she may have and experience ‘fullness of life’.

Our Key Improvements

To achieve this Vision, the Sydney Catholic Schools community will:

1.1 Strengthen the understanding of and commitment to the role of the Catholic school within the Church community.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • A range of programs support the effective engagement of teachers, school and system leaders in the life of the Archdiocese.
  • The policies and practices of Sydney Catholic Schools are clearly informed by The Vision and Mission for Catholic Schools and The Archbishop’s Charter for Catholic Schools, which are embedded within School Review and Improvement processes.
  • Guiding principles developed by the Archdiocese of Sydney and Sydney Catholic Schools will enhance relationships between parishes and schools.
1.2 Enhance and diversify the faith formation and religious leadership opportunities for staff.

Our Indicators of Progress

We will measure our progress by the extent to which:

  •  All school communities have relevant, dynamic and sustainable three-year faith formation plans.
  • School and system personnel have access to a range of quality immersion, pilgrimage and retreat experiences to explore and deepen their faith lives.
  • Customised, intensive programs are offered to senior staff and aspiring leaders to support them in developing their capacity for religious leadership.
1.3 Foster the personal and spiritual growth of students, engaging them in the life and mission of the Catholic faith community.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • A diverse range of age-appropriate programs engage students across the religious/spiritual spectrum.
  • There is increased student engagement in evangelisation, catechesis, social justice and service opportunities.
  • School and system structures have been modified to provide more effective direction and support to youth ministry.
  • School communities develop local approaches in response to the research data to strengthen religious attitudes and practices of students.
  • There is demonstrated improvement in religious attitudes and practices of students.
1.4 Nurture and deepen students’ knowledge and understanding of the Catholic tradition.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Quality pedagogical practices in the teaching of Religious Education (K-12) are strengthened.
  • Religious literacy consistently reveals a high standard of student achievement.
  • Students are effectively engaged in developing their capacity for critical enquiry, moral reasoning and social conscience.
  • There is a renewed focus on the stewardship of God’s creation
1.5 Strengthen approaches to family evangelisation.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Families are increasingly engaged in the faith life of local school and Church communities.
  • The work of Family Educators is strengthened by a systemic approach to the Family and Faith project.

STRATEGIC PRIORITY 1 SCS

STRATEGIC PRIORITY 2 Learning and Teaching

I have come that they may have life and have it to the full
John 10:10

Vision

Authentic Learning is at the very heart of the work of the Catholic school, reflecting Jesus’ own desire that humanity “would have life, and have it to the full”.

Students in Sydney Catholic Schools will experience learning which is relevant, purposeful and engaging. This learning is rigorous and empowering. It is learning that enables students to realise their full potential, develop their social consciences and live lives of promise and meaning in a rapidly changing world.

Students will engage in learning which connects to their experiences, enabling them to become lifelong learners who will contribute to society and the wider world as active and discerning citizens.

Our Key Improvements

To achieve this Vision, the Sydney Catholic Schools community will:

2.1 Provide experiences of learning which engage, challenge, extend and empower students through alignment with the principles of Authentic Learning.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Catholic truths and values are embedded in learning and teaching.
  • Student evaluations reflect experiences of Authentic Learning.
  • Support for students across the range of diverse learning needs is enhanced.
  • There is a focus on guiding able students into academically challenging activities including, but not limited to, extension HSC courses.
  • Teachers and other education personnel can articulate and put into practice in the classroom the Archdiocesan understanding of Authentic Learning.
  • Parents/carers perceive that learning is challenging, engaging and meeting the needs of their children.
  • All relevant system and school policies and procedures will increasingly reflect the principles of Authentic Learning.
2.2 Strengthen a culture of improvement through a systematic, reflective and evidence-based approach to learning and teaching.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • The Sydney Catholic Schools community will develop, implement and value a broad range of measures of learning performance and satisfaction – including, but not limited to, NAPLAN and HSC.
  • There is a measurable improvement in learning outcomes and growth for all students, particularly in literacy and numeracy. Other relevant data, as well as models of delivery of additional support for targeted groups of students, will be reviewed and enhanced.
2.3 Nurture innovation as a key means of enlivening and enriching learning and fostering growth across Sydney Catholic Schools.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Identifiable, evidence-based innovation improves student learning outcomes.
  • School, region and directorate plans demonstrate a priority for innovation which enhances learning and teaching.
2.4 Support and challenge teachers to improve their practice against professional standards to enhance student outcomes.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • A greater diversity of professional learning, linked to professional standards, is evident.
  • Professional learning experiences provide increased opportunities for collaboration within and across schools. Evaluations of teacher professional learning reflect a high degree of satisfaction and effectiveness in enhancing student learning.
  • Evaluations of teacher professional learning reflect a high degree of satisfaction and effectiveness in enhancing student learning
2.5 Further enhance the provision of and support for students with diverse learning needs such as special learning and gifted and talented needs.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • An increasing proportion of schools gain accreditation to the Newman Gifted Program.
  • There is greater provision and opportunities for children with significant needs in the area of special educaton.

Learning and Teaching SCS

STRATEGIC PRIORITY 3 Student and Staff Wellbeing

This is my commandment that you love one another as I have loved you
John 15:12

Vision

Our work is founded on the person of Jesus Christ and we seek to model his care and compassion for others. We believe in the dignity of every person created in the image of God and redeemed by Christ.

We commit to providing safe and supportive environments which nurture the physical, spiritual, intellectual, moral, social and emotional wellbeing of all students and staff in our community. We hold firmly to the belief that all students and staff have a right to be safe, respected and valued in an inclusive environment.

Relationships and support systems for members of Sydney Catholic Schools will reflect Catholic truths and values and we recognise that all have a responsibility for the care of others.

Our Key Improvements

To achieve this Vision, the Sydney Catholic Schools community will:

3.1 Strengthen safe and supportive school environments.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Students, parents and staff have a clear understanding of their rights and responsibilities with regard to a safe and supportive learning environment.
  • There is a continual focus on promoting anti-bullying and safe behaviours.
  • Schools implement the Archdiocesan Student Wellbeing and Pastoral Care Policy.
  • The National Safe Schools Framework is integrated into school processes to determine priority areas and measure progress in the development of safe school environments.
  • School communities are supported in developing their understanding of complex social and emotional issues affecting learning, and the processes for addressing them.
  • Schools are supported to have clear and consistent approaches and processes for child protection.
  • School and office staff are further supported in conflict and crisis management through specific professional learning opportunities and system policy and procedures.
3.2 Resource and support programs which promote mental health and resilience.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Services provided for students with complex social and emotional needs are reviewed and enhanced.
  • Relationships with outside agencies which support student mental health needs are further developed.
  • Sustainable financial resourcing is targeted at structures and programs that promote mental health and student wellbeing.
  • Counselling services and wellbeing programs in schools meet the needs of students and staff. System policies and resources are further developed to support schools, students and families in managing habitual absenteeism.
  • System policies and resources are further developed to support schools, students and families in managing habitual absenteeism.
  • Strategic, targeted and effective professional learning is available for teachers, coordinators and school leaders to support students with complex social and emotional needs.
3.3 Equip and support school staff with skills and strategies to effectively manage challenging student behaviour.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Schools effectively utilise external support programs for students with challenging behaviours.
  • Quality professional learning opportunities are available for teachers managing challenging student behaviours.
3.4 Support vulnerable and marginalised students and their families.

Our Indicators of Progress
We will measure our progress by the extent to which:

  • External service providers and local parish services are used to support vulnerable students and families.
  • There are increased enrolments of Indigenous students, students with refugee status and students from low socio-economic backgrounds.
  • There are increased student bursaries for Indigenous, refugee and other marginalised students through the Catholic Education Foundation.
  • There is an investigation into the viability of flexible learning centres for students whose needs are beyond mainstream schooling.
3.5 Create more supportive environments and resources to promote staff wellbeing.

Our Indicators of Progress
We will measure our progress by the extent to which:

  • Staff are aware of and utilise available resources and programs to promote resilience, safety and wellbeing.
  •  Higher levels of staff wellbeing are evident across a range of formal and informal indicators.

Student and Staff Wellbeing

STRATEGIC PRIORITY 4 Capacity Building

Give instructions to the wise and they will become wiser still; teach the righteous and they will gain in learning
Proverbs 9:9

Vision

Our people are our greatest gift and their formation and performance is critical to our success in ensuring quality Catholic schooling for all students. We recognise and value the contribution of each person to the Vision and Mission of Sydney Catholic Schools.

We embed high-quality practice in our work within a culture of reflection and continual improvement.

We encourage all staff to seek and engage in opportunities for professional growth to build the capacity of individuals and the system of Sydney Catholic Schools.

Our Key Improvements

To achieve this Vision, the Sydney Catholic Schools community will:

4.1 Increase the capacity of teachers and learning support staff to respond to the holistic needs of all students.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Teachers and learning support staff are supported to understand their practice through a variety of approaches such as collaborative teaching, observation and feedback.
  • Professional learning opportunities are further developed in response to identified staff needs, and are informed by evidence of effective practice.
  • There is an increase in collaboration between schools which contributes to effective practice for enhanced student outcomes.
  • There exists a high-quality performance growth culture structured around Australian Professional Standards for teachers.
4.2 Develop future Catholic school leaders and strengthen current leadership in our schools.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • School and system leaders are effective in their preparation and development of future school leaders.
  • The development of aspiring and existing leaders is informed by performance growth and workplace development.
  • The system supports school leaders to assume responsibility for their own career planning and development.
  • School leaders are equipped to develop local responses to the Sydney Catholic Schools Strategic Plan.
  • There is an emphasis on the development of leaders who are faith-filled, contemporary and innovative.
4.3 Enable a collective approach to building system capacity.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Role descriptions across the system are reviewed and aligned to contemporary frameworks.
  • Staff members have a meaningful and collaboratively developed professional growth plan.
  • Effective partnerships and networks are further consolidated to ensure that knowledge and wisdom are shared and applied to contemporary challenges.
  • Quality relationships and connections are evident across the system to enable alignment, collaboration and capacity building.
  •  A culture of attracting and retaining innovative people in the system is strengthened.
  • Planning processes are critically reflective and responsive to external and internal demands.
  • School review and improvement processes contribute to the culture of continuous improvement across the system.

Capacity Building - SCS

STRATEGIC PRIORITY 5 Stewardship of Resources

As each one has received a gift use it to serve one another as good stewards of God’s varied grace
1 Peter 4:10

Vision

We are committed to the responsible management, monitoring and equitable allocation of resources to respond to the needs of students and to enable Sydney Catholic Schools to continually improve.

The ongoing sustainability and management of resources are strengthened by effective financial practice across Sydney Catholic Schools.

Stewardship is a responsibility shared between Sydney Catholic Schools, parish communities and parents.

Our Key Improvements

To achieve this Vision, the Sydney Catholic Schools community will:

5.1 Provide vibrant and innovative learning spaces that enhance learning and teaching.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Construction and refurbishment of learning spaces demonstrate alignment with current†research, the school’s vision for learning, the principles of Authentic Learning and environmental sustainability.
  • Broadly representative Regional Capital Works Prioritisation Committees are established to assist with decisions about capital works priorities and innovative learning spaces.
  • Schools understand the work of the Regional Capital Works Prioritisation Committees and reflect the implications of the regional prioritisation process within their own capital works program.
  •  Capital works plans are developed for each school, informed by population trends and local and regional educational needs, and aligned with the system vision for schools.
  • Schools are aware of and able to predict the demand for future places, as well as identify the potential building/refurbishment projects needed to meet this demand.
  • Repairs and maintenance programs are developed by schools with sustainable funding from the system and the individual school and/or parish community.
5.2 Ensure that financial management practices across the system are robust, consistent and compliant.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • There is a proactive monitoring of and response to CEC, Commonwealth and State Government recurrent and capital funding policy decisions.
  • Responses to funding redistribution and differential fee implementation consider capacity to contribute and reflect equity principles.
  • Each schoolís financial management practices will be improved with compliance to Sydney Catholic Schoolís financial management policies.
  • School financial management capacity is enhanced through a collaborative and productive working relationship between the school, Regional Finance Manager and the School Fee Liaison Unit.
  • Regional Finance Managers work collaboratively with school personnel to systematically implement the recommendations of internal and external audits.
  • Audit and risk processes are further developed for the system.
5.3 Develop flexible and contextualised school level staffing and resourcing decisions.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Each school collaboratively develops staffing profiles to meet the needs of students within the broad system staffing guidelines.
5.4 Adapt systems and ICT infrastructure to support contemporary learning and teaching into the future.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Students and staff have access to high-quality ICT resources appropriate to the rate of technological and social change.
  • ICT infrastructure is research-based and targeted at contemporary learning and teaching.
  • There is utilisation of ICT to make school and system administration processes more efficient and effective.
5.5 Support the pastoral outreach of parish communities and respond to family needs.

Our Indicators of Progress

We will measure our progress by the extent to which:

  • Demand for out-of-school-hours care and pre-school education is determined in collaboration with parents and parish communities.
  • Pre-school education is initially piloted in a small number of Sydney Catholic schools to assess the viability of these services.
  •  Access to out-of-school-hours services are available to all schools across the system.

Stewardship of Resources - SCS