We want to see the lives of students transformed, empowering them to positively impact their world beyond school.
OUR MISSION
To provide students with a holistic education that integrates Christian faith in every aspect of their learning journey.
ACKNOWLEDGEMENT OF COUNTRY
We would like to acknowledge the people of the Wadawurrung and Kulin nations as the Traditional Custodians of the lands on which our community is being built.
We give thanks to our Almighty Creator God for the care and stewardship of this land; and we choose to pay our respect to the Indigenous elders, past and present and to any Indigenous peoples present within our community today.
We also pray for the ongoing healing of damaged relationships between our Indigenous brothers and sisters and all non-Indigenous Australians, as we seek God’s work of reconciliation in and through all our relationships.
THE CHAIR’S REPORT
The 2024 calendar year has been a very significant year in the life of Christian College Geelong. It is a time of significant transition with the retirement of Daryl Riddle as CEO at the end of the year. The Board has played an integral role in ensuring this transition is smooth and seamless and positioning ourselves to be able to continue the important mission of the College in the years ahead.
I want to firstly acknowledge and thank Daryl for his amazing leadership over many years, that has been pivotal in the school growing from a small group of students meeting in rented rooms at an orphanage in Highton to a multi campus school with over 2,000 students from kindergarten to Year 12. There are many words that can (and are) used to describe Daryl, but I want to highlight two – spiritual and bold. While some may have (appropriately) used the word visionary, I believe that Daryl’s vision stems from his deep Christian faith and conviction. Specifically, Daryl is someone who is also able to sit still with God for long enough to allow God to provide the vision and direction for the way ahead. Daryl has what some would describe as excellent intuition and others would describe as an ear to hear the small nudges that God gives when we wait and trust in Him. At the same time, Daryl isn’t just someone who dreams of what might be possible, but he is then bold enough to act on the vision and convictions that God has given him – and what a way God has been able to use that over the last 45 years! Daryl, we are so thankful to God for his work in and through you over this time and for the legacy that you leave us to carry forward. May God bless you richly in the years ahead as you continue to trust and follow Him in this next season of your life.
I secondly want to acknowledge and thank Rick Geall for the tremendous job he has done as Acting Principal over the last two years. Rick agreed to step up to the position of Acting Deputy Principal for 2023 and instead found
himself as Acting Principal without a Deputy for two years! This would be no small ask even in a time of stability and smooth sailing, but Rick has very ably and calmly provided outstanding leadership in his role in situations that were neither stable nor smooth. That we have been able to progress as calmly as we have through this season is in no small part due to Rick’s leadership, for which we are very grateful. We look forward to continuing to be blessed through his work as Vice Principal - Teaching and Learning in 2025.
The Board has played a crucial role in the many elements that are important to us achieving a smooth transition in the leadership of the College. This has included the development and publication of the College Strategic Plan. Our new Strategic Plan is one that doesn’t seek to take us in new directions, but instead looks back at where we have come from and asks “what are the elements of the College that we believe are essential for us to be successful moving forward under God’s leadership?”. From this, the refreshed Vision of “A world transformed” and Mission “to provide a holistic education that integrates Christian faith into every aspect of the learning journey” has given us four key strategic pillars that will guide our thinking, planning and acting over the next three years –Growing in Christ Likeness; Providing Learning for Life; Stewardship; and Building Community. As such the Strategic Plan acts as an important stabilising force at a time of significant change, while providing a map for us to move forward with. The Vision, Mission and strategic pillars have guided the planned restructure of Senior Leadership of the school (with a move to an Executive Principal supported by a Business Manager) as well as the recruitment process for the Executive Principal. We are delighted to have recruited Dr Mathilda Joubert to the role of Executive Principal from 2025. Mathilda is an outstanding educator and leader with a strong Christian faith and commitment to integration
of Christian faith into education and life, so we eagerly anticipate the leadership she will provide for Christian College from 2025.
In 2023 the Board commissioned an external review of the Board and governance at the College, conducted by Prolegis Lawyers. In addition to a number of smaller recommendations that I would class as governance housekeeping, it recommended that the Board focus on three broad areas:
• Planning for leadership transition (needing immediate attention)
• Reviewing Board makeup and numbers (for consideration in 12 months)
• Review of Company membership and role (for consideration in 18 months)
The Board has been focused this year on leadership transition as outlined above. We have also turned our attention to Board makeup, developing a skills matrix for the Board and the Nominations Committee having interviewed and appointed new members to the Company and Board for 2025. In the new year we will turn our attention to further consideration of ideal Board composition and then to how we better engage and utilise the Company – there is a desire to make greater use of the broad skill mix of the Company and to that end the Nominations Committee is also building a skills matrix of the Company membership.
The other important pieces of governance housekeeping that the Board has been focussed on in 2024 will continue into 2025. We have focused the Board Committee structures and are ensuring there are charters and terms of reference for each of these – Finance; Governance Risk & Compliance; Nominations; Review and Remuneration. The Board is currently conducting an internal annual review of individual Directors as well as the functioning of the Board as a whole, with a focus on growth and improvement in our individual and collective performance of our duties.
I would like to thank all Board Directors for their hard work and commitment to the Vision and Mission of the School. In particular, I would like to single out Sue Strong, our Deputy Chair, who has a work ethic like no other and whose humble leadership has been instrumental in us achieving much of what we have been able to. Sue ably led the search for the Executive Principal and has been involved in many other pieces of the Board’s work. I would also like to acknowledge and thank those Board Directors who completed their time on the Board in 2024 – Bernard Shui, who needed to step down because of other commitments and Nathan Boseley who took on the key role of Business Manager of the College. Each made important contributions to the Board and the College and we are grateful for all that they have done.
Finally, this year has been a testament to the goodness of God to us as individuals and to us as a College. At a time where things could have gone very differently, He has provided abundantly and His hand has clearly been guiding and shepherding us over this year. To Him be the glory!
Praise His name, oh praise His name Let all his wondrous works declare his praise!
Praise His Name (Psalm 148), Sovereign Grace Music
A/Prof. David Fuller
Chair, Christian College Geelong Board of Directors
2024 MEMBERS OF THE CHRISTIAN COLLEGE GEELONG BOARD
Anglican
Subcommittees:
Governance Risk and Compliance Nominations
Review and Remuneration
Parent Representative
Subcommittees:
Governance Risk and Compliance (until August)
June)
Parent Representative
Subcommittees:
Finance (Chair - until June)
Review and Remuneration (until June)
Uniting Church Lay Representative
Subcommittees:
Finance (Chair - from June)
Review and Remuneration (Chair)
Subcommittees: Nominations (Chair)
Subcommittees: Governance Risk and Compliance (Chair)
Review and Remuneration
Representative
Subcommittees:
Governance Risk and Compliance
Representative
Subcommittees:
Building Fund (Chair)
Library Fund (Chair)
Subcommittees:
Governance Risk and Compliance (until July)
Finance
Review and Remuneration (until July)
Mrs Kristy Cochrane The Salvation Army Lay
Mrs Susan Strong Vice Board Chair (From June)
Major Karen Castley The Salvation Army Clergy
A/Prof. David Fuller Board Chair
Church Lay Representative
Mr Nathan Boseley Vice Board Chair (Until
Rev. Jonathan Taylor Anglican Church Clergy Representative
Mrs Sally Stewart Parent Representative
Dr Bernard Shiu (Until August)
Tim Page-Walker Christian College Geelong Foundation Board Chair
Please Note: Bernard Shiu was granted a leave of absence from the Board from February to August.
EXECUTIVE MEMBERS OF SUBCOMMITTEES
Governance Risk and Compliance
Jon Ryan, Bernard Nicholls
Finance
Brenda Lyons (until June), Nathan Boseley (from July), Jon Ryan, Bernard Nicholls
Nominations
Daryl Riddle
Review and Remuneration
Bernard Nicholls
Building Fund
Daryl Riddle, Bernard Nicholls
Library Fund
Daryl Riddle, Bernard Nicholls
Eden Quality Services P/L Board Meetings
Directors: Daryl Riddle, Jon Ryan, Bernard Nicholls
Two meetings were held and all directors attended both.
ATTENDANCE DATA 2024
The student attendance data indicates a strong overall attendance rate, with a total attendance of 90.5%, which is notably higher than the national average of 88.3%.
Additionally, 63% of students attended 90% or more of the time, outperforming the national average of 59.8%. These figures suggest a positive attendance culture and strong student engagement within the school, relative to national benchmarks.
FROM THE CEO
As I prepare my final report to the Christian College Geelong Company members, I am filled with a profound sense of gratitude and reflection. This year has brought transformative changes to our College, signalling what I believe to be a new and promising chapter in its journey. With change comes both the challenge of uncertainty and the excitement of new opportunities. I remain confident that Christian College Geelong is stepping into an era of renewed service, growth, and impact, and I look forward to witnessing its future unfold.
REFLECTION
For over 44 years, I have been privileged to serve the Christian College community—its staff, students, and families—with a steadfast commitment to faith-based education grounded in the Gospel. This mission has been my guiding purpose, my raison d’être.
My journey began with a call to establish an ecumenical Christian College, rooted in the desire to offer quality education to children in Geelong, underpinned by faith and Christian values. That call has remained constant throughout my career. Looking back, I am deeply grateful for the many challenges, victories, and heartwarming moments that have defined this journey.
The past two years have been particularly poignantmarked by trials, moments of profound disappointment, and extraordinary instances of encouragement and joy. As I approach the end of my tenure, I feel compelled to share a few reflections, which I hope may serve as a meaningful conclusion to my time leading Christian College.
It is said that organisations often reflect the nature and character of their leadership. Leadership styles—be they visionary, corporate, relational, or otherwise—leave their imprint on an institution. An old adage suggests, “We often get the leader we deserve.”
In education, all of us are leaders, particularly teachers. Parker Palmer, one of my favourite authors, beautifully articulates that “it is inevitable that when teachers go into the classroom, they cannot help but teach the landscape of their lives.” While we aim to deliver the curriculum, our innate character and values permeate our interactions, influencing those we serve.
This belief underpins my conviction that great schools are built on the quality of their staff—dedicated, compassionate, and intelligent individuals who view teaching as a calling. It is these men and women who shape the lives of our students, serving not just as educators, but as mentors and role models.
TRANSITION AND GRATITUDE
As my tenure comes to an end, I feel the “mantle of responsibility” lifting—a transition that is both joyous and bittersweet. Leading a school is a profound responsibility, one that educators carry with dedication each day. Now, it is time to entrust this mantle to our new Executive Principal, Dr Matilda Joubert.
Dr Joubert is an exceptional leader—passionate, insightful, and deeply experienced in steering institutions like ours. I am confident in her ability to guide Christian College with wisdom and vision. I ask you to extend to her the same grace, trust, and kindness that you have so generously offered to me.
I am deeply grateful to the many individuals who have walked alongside me on this journey. To our Board Chairs, Heads of Campuses, secretaries, deputies, leaders, managers, teachers, parents, and colleagues—your unwavering support has been a source of strength and inspiration. To our students, many of whom I have seen grow into remarkable adults and even colleagues within the College, I thank you for enriching my life in ways words cannot fully capture.
CLOSING REFLECTIONS
As I bid farewell, my heart is filled with hope for the future of Christian College and its enduring mission. It has been my greatest honour to serve, and I look forward to seeing the College continue to thrive in the years to come.
Finally, I thank God for His provision, guidance, and faithfulness throughout this journey. I am deeply grateful for those who laid the foundation of the College, those who stood by me in the challenging early years, and the many friends who have walked this path with me. To my incredible wife, children, and their partners, your unwavering love and support have been my anchor, and I am forever grateful.
"Seek ye first the Kingdom of God…"
Mr Daryl C. Riddle OAM Chief Executive Officer
FROM THE ACTING PRINCIPAL
This year has been one of growth and transformation for our school. For our students, enriching experiences were provided both in the classroom and beyond, supporting our College mission to provide a holistic education. Staffing and budgetary challenges, however, necessitated change and much of my year as Principal was focused on navigating that change.
CULTURAL CONNECTIONS
Students were provided exceptional cultural immersion opportunities in 2024. In Term 1, Year 10 and 11 students participated in the Indonesian Exchange Program, visiting SMA 2 Mataram in Lombok, Indonesia, our first visit postCOVID. Looking ahead, the Term 4 Japanese trip to Naga High School is set to depart next week, further enhancing our global connections. Additionally, students have engaged in video conferencing with their peers at our sister school in Naga, fostering cross-cultural communication and learning. To complement these experiences, several cultural immersion days were organised for Indonesian students across our Bellarine, Highton, and Senior campuses, enriching their understanding of diverse cultures.
A CHANCE TO SHINE
We have also provided a range of opportunities for students to shine in the spotlight, including the highly successful Cinderella College Musical Production, the Annual Music Evening, the Year 11 Presentation Balls and Art mini-exhibits at each of our campuses. Selected students represented the school on prestigious stages interstate, participating in the Australian International Music Festival in Sydney in June, a National Youth Summit in Canberra in July and the RoboCup (Robotics) National Championships in Brisbane in October. These events allowed students to showcase their talents, creativity, and technical expertise, building confidence, fostering innovation, and strengthening our school’s reputation for excellence.
PARENT ENGAGEMENT
We made significant efforts to engage more deeply with parents and families, fostering a strong sense of community. We celebrated Mothers' Day and Fathers' Day with large attendances across all our campuses, as well as hosting a memorable Grandparents’ Day, which brought generations together to share in our students' learning experiences. Additionally, we held two parent forums to address important topics: one on Digital Safety for young people, which provided valuable insights and strategies for navigating online challenges, and another later in the year on Healthy Minds, focusing on mental health and wellbeing. These events have strengthened the partnership between the school and our parent community, emphasising our shared commitment to supporting students in all aspects of their development.
COMMUNITY BUILDING
We prioritised community-building initiatives across all five campuses, fostering inclusivity and connection among students. At Bellarine, Belmont, Highton, and Surf Coast, a wide variety of lunchtime clubs and activities have been offered, catering to diverse interests and passions. These included knitting, board games, dance, gardening, and more, creating vibrant spaces for students to connect and explore new hobbies. Meanwhile, at the Senior School, the tradition of lunchtime House events continued to thrive, featuring activities such as House Cooking, Soccer, Basketball, Drama, and others. These initiatives have played a key role in building a sense of belonging and camaraderie within our school community.
GLOBAL CITIZENSHIP
We continued to emphasise the importance of encouraging students to look beyond themselves and care for others through meaningful initiatives. We actively supported Reconciliation through a number of events including Reconciliation Week and the Great Book Swap during Children’s Book Week, which raised funds for the Indigenous Literacy Foundation. Our connection with Timor Leste was maintained, marked by celebrations of Timor Leste Independence Day and the Timor Leste Trivia Night, which brought the community together in support of a shared cause. A highlight of the year was the return of the Year 12 prefect trip—the first since COVID—where students had the incredible opportunity to visit Dili and Viqueque in Timor Leste. This trip deepened their understanding of global citizenship and reinforced our school’s commitment to fostering empathy and making a positive difference in the world.
RAISING AWARENESS
The College marked several important calendar days with the aim of fostering global citizenship and encouraging students to engage with significant global and local issues. Events such as International Women’s Day, ANZAC Day, Remembrance Day, World Environment Day and RUOK Day were acknowledged across our campuses. These occasions provided valuable opportunities for reflection, learning, and community participation, helping students develop a deeper understanding of social, cultural, and environmental topics while reinforcing their role as active and compassionate global citizens.
STAFFING AND LEADERSHIP
From a staffing perspective, this year presented significant challenges. The need to reduce staffing costs and simultaneously redesigning our leadership model required careful decisionmaking and adaptability. The decision not to increase staff salaries, coupled with the necessity to scale back spending on educational programs, understandably impacted staff morale. However, there were also areas of growth and optimism. Staff embraced the decision to look externally for significant leadership roles, including Heads and Deputy Heads of Campus as well as the Executive Principal, bringing new perspectives and the opportunity to measure our current leaders against the “market”. Additionally, the introduction of fixed tenures for leadership appointments and a commitment to greater transparency and communication in recruitment and appointment processes were positively received. These changes signal a forward-thinking approach to leadership that supports the school’s long-term vision and goals.
EXTERNAL ASSESSMENT DATA
Finally, here is a breakdown of key NAPLAN and VCE data from 2024.
I would also like to emphasise that the College Board's commitment this year to developing a strategic plan for 2025 and beyond has given rise to a fresh optimism that, for Christian College, the best is ahead of us.
The National Assessment Program – Literacy and Numeracy (NAPLAN) is an annual assessment for students in Years 3, 5, 7 and 9.
The data for each test – Numeracy, Writing, Grammar and Punctuation and Reading – in 2022, 2023 and 2024 is provided below, shown alongside the national average.
Please note in 2023 NAPLAN testing moved from May to March and the NAPLAN scale was reset. This means data from 2023-24 cannot be accurately compared with NAPLAN achievement in 2022.
In 2024, the NAPLAN participation rate for Christian College was 98%, compared to 95% for all Australian students.
Across all year levels, CCG consistently outperformed the national average in Numeracy, with the performance gap increasing in every year level from 2023 to 2024.
Particularly notable improvements occurred in Years 7 and 9, suggesting strong numeracy development in the middle years.
CCG continues to outperform national averages in Writing across all year levels. However, Year 7 showed a marked decline, reducing the performance gap between CCG
and the national average. In contrast, Year 9 saw strong improvement, helping to maintain CCG's overall position of strength in writing achievement.
In Grammar and Punctuation testing, CCG maintained solid performance in Years 3 and 7, with significant improvements relative to national averages. However, Year 5 showed a notable drop, moving from above to below the national
benchmark. Year 9 performance remains solid, with only minor variation. Overall, results suggest targeted attention may be needed in Year 5 to reverse the downward trend.
CCG demonstrated strong improvement in Years 3 and 9 Spelling, overtaking the national average in Year 9 after trailing the previous year. However, Year 5 experienced a significant drop, moving from comfortably above to slightly
below the national benchmark. Year 7 performance remains steady, though still just under national levels. Year 5 may require focused intervention to address the downward trend.
CCG continues to outperform national averages significantly in Reading across all year levels. While Years 5 and 7 saw small declines, the performance gap either held or widened
VCE RESULTS 2024
YEAR 12 RESULTS 2024
Please find below a summary of the VCE results for 2024.
• 185 students successfully completed their VCE in 2024.
• The average ATAR in 2024 was 65.6, compared to 70.1 (2023) and 69.9 (2022)
• 9 students received an ATAR of 90 or above (5.5% of scored VCE students), compared to 10% nationally. In 2023, 11% of our scored VCE students received 90+.
• Dux of 2024 is Martin Dean with a score of 98.55
• Proxime accessit (second) was Angus Fuller with 97.15
• Other notable results include:
о Ella Fearn 95.8
о Jamie Donnan 94.95
о Ilija Sasic 94.85
о Lucas Gelicrisio 93.5
о Charley Green 93.2
ATAR SUMMARY
The 2024 CCG cohort demonstrated strong broad performance, with the majority of students outperforming national averages at every ATAR band from 50+ to 80+. However, there was a noticeable decline in the top-end results, particularly in the 90+ band, which has dropped steadily over three years. While the overall outcomes remain positive, the data points to an opportunity to refocus efforts on supporting and extending the highest-achieving students.
due to national decreases. Notably, Year 9 shows a strong upward trend, reinforcing CCG’s strong literacy outcomes in the senior years.
• A Study score of 50 was achieved by:
о Lucy McKeegan Psychology (Year 11)
• 73 Year 11 students successfully completed one Unit 3&4 subject; 7 successfully completed two Unit 3&4 subjects. Of the Year 11 students, 15 achieved a study score of 40 or above (11 in 2023).
• Points of interest – Average study score was
о 29.1 combined Year 11 and 12 students. 30.0 in 2023
о 28.7 for all Year 12s enrolled in a Unit 3/4 subject. 29.5 in 2023
о 33.0 for Year 11s enrolled in a Unit 3/4 subject. 33.7 in 2023
Mr Rick Geall Acting Principal
FROM THE DEAN OF CHRISTIAN CULTURE
In 2024 Christian College has joyfully continued to bear witness to the love and presence of God in our College, community and the many relationships we share with others all over the world.
While significant transitions in leadership, the advent of major workplace change and some organisational restructuring have all been challenging for our community we have continued to fix our eyes on Jesus and prioritise incarnating our College values of faith, hope, love, truth and grace in our everyday interactions. Christian College continues to be a community of people who love Jesus, one another and are seeking His kingdom.
Our students and families have participated in a variety of Project Care initiatives across our campuses that have seen our commitment to community service, generosity and giving thrive. Our students have written letters and cards to patients in hospitals, people in prison and key local community service agencies with great success and gratitude. We have collectively made and delivered hundreds of meals to families who are in need or experiencing significant challenges. Our fundraising continues to raise a spirit of community, kindness, empathy and generosity towards those in need. This year we have raised funds for a variety of research including MS, Breast Cancer, Children’s Literacy, Mental Health, Dementia and Alzheimer’s and ALS. We have also raised money for the Salvation Army, Saint Vincent De Paul, GAWS, Geelong Mums and Landcare Victoria among many others.
Our celebrations of Lent (New Life for All) and Advent (Follow the Star) have been enthusiastically enjoyed by our whole community with services, community outreach, engagement with local churches and business, Easter Bonnet Parades, gift giving, card writing, community carolling and dramatisations of the life of Christ from biblical passages.
We continue to grow our corporate prayer gatherings and are looking to expand these into 2025. With an emphasis on staff, student and parent prayer groups we have seen the development of 15 prayer groups across the College that meet weekly. What began as a commitment to daily prayer for the recruitment of a new Executive Principal has quickly developed into three weekly prayer meetings on each site attended by a variety of community members which has been so exciting to see. It continues to be one of the most beautiful aspects of our daily life to see and hear young people praying for each other and the future of their school.
With the outstanding accreditation of Ms Kim Doherty, we have begun delivering Youth Mental Health First Aid courses for our staff and look forward to having the majority of staff qualified and practising within the coming 18 months. We look forward to welcoming a number of new staff in the Student Well Being Officer role in 2025, who will make a significant contribution to the pastoral care program and are warmly welcomed additions to our campuses.
Our College chaplains continue to lead the exceptional pastoral care program for which our College is known and highly respected. Our thanks go out to each Chaplain for their unyielding faithfulness to the faith formation, personal support and leadership of each of our campuses. This year our devotional themes have included a focus on Christian Leadership in term one, The Promises of God in term two, Proverbs in term three and Community in term 4. We look forward to a suite of new themes in 2025 that will continue to develop and nurture the faith of our staff and students.
With the recent application process for 2025 student leaders taking place, it has been heartening to see so many young people of good character, high standards and loyalty to their peers and community stepping forward to serve others in the new year ahead. Our 2024 student leaders have made invaluable contributions to our House competitions, project care initiatives, community service opportunities and key College and campus events. I want to thank them for their selflessness, commitment to growth and their year of service in these roles – the whole community is richer for their generosity of time, spirit and skill.
We approach the new year with great anticipation, hope and confidence that God will continue to bless, resource and develop our College community so that we might reflect the image of God, His love and goodness to all those within and around us.
We ask that you continue to pray with us and for us, especially for the ongoing growth of the College, for new enrolments, greater wisdom and capacity in our staff and the health, safety and wellbeing of all community members. We pray God will lead us into a new season, a healthy future and equip us to continue to see a world transformed.
Ms Mia Kafieris Dean of Christian Culture
FROM THE FOUNDATION CHAIR
As we close 2024, I am pleased to share an update on the activities and achievements of the Christian College Geelong Foundation.
2023: A FINAL WRAP UP
We concluded 2023 on a high note, with the first distribution of $100,000 of the total $1M matching dollar pledge to the Foundation’s Eternity Fund. This milestone marked a significant first step in our mission to support the College and its community.
2024: A CHALLENGING YEAR FOR FUNDRAISING
The fundraising target for the PuAF in 2024 was set at $200,000. However, the year has proven difficult, reflecting the financial pressures faced by many in our community amidst Australia's economic downturn and rising cost of living. While these challenges have impacted giving, our commitment to the cause remains steadfast.
KEY EVENTS AND CAMPAIGNS:
• Gathering Hope Luncheon: A well-executed event that brought the community together but fell short of the anticipated fundraising target.
• EOFY Campaign: This initiative also struggled to achieve the desired outcome.
• Annual Foundation Golf Day: A standout success for the year, exceeding last year's funds raised and selling out completely.
Despite the mixed results, the Foundation continues to press forward with new initiatives.
LAUNCH OF THE FOUNDATION’S CLUB 100:
In November, we introduced one of Daryl Riddle's many ideas the CLUB 100, a networking group aimed at securing 100 members, each pledging $1,000 annually. Initial marketing efforts have begun, and we are encouraged by the growing interest and early commitments. This initiative offers great potential to build a strong, sustainable funding base. We invite Company Members to join this program and help us reach this important milestone.
Overall, and despite a lot of great work and effort, projections indicate that the Eternity Fund target of $200,000 for 2024 will not be met with total funds raised at the time of preparing this report being significantly short by approximately $65,000. This shortfall will place additional pressure on our efforts for 2025, which will require an even higher fundraising goal of $440,000.
Additional to the Eternity Fund, the Foundation’s Scholarship Fund raised $84,000 which passes directly to the College this financial year.
CHANGES IN LEADERSHIP
This year, we acknowledge and thank two significant contributors to the Foundation:
1. Mr Chris Maddock: Chris, our Vice Chairman and a founding member of the Board, will be retiring at the end of this year. We extend our deepest gratitude to Chris for his years of service and dedication to the Foundation. His successor, Mr Ben Middleton, brings fresh energy and expertise as an alumnus, accountant, and commercial manager at Golden Plains Shire. Ben has seamlessly transitioned into his role following a thorough induction by Chris.
2. Ms Jen Friend: Jen, our long-time Foundation Manager, has relocated to Warrnambool. Her tireless efforts in building the Foundation from the ground up have been invaluable. We wish Jen and her family every blessing in their new chapter.
Welcoming new leadership, we introduce Ms Tennille McInnes, our new Foundation Manager. Tennille has already demonstrated great enthusiasm, laying the groundwork for a robust 2025 events program and embracing the challenges ahead with determination. We look forward to working with Tennille as she leads the Foundation into this next phase.
GRATITUDE AND OUTLOOK
To our Foundation Board members, thank you for your unwavering dedication and hard work. Your commitment to this cause inspires confidence in our mission, even amidst adversity.
To our donors, your investment in the Foundation is a gift that benefits countless children and families, ensuring Christian College Geelong continues to thrive as the leading multidenominational Christian school in the Greater Geelong, Bellarine, and Surf Coast regions.
As we reflect on 2024 and look ahead to 2025, we are reminded of the enduring power of community, hope, and shared purpose. Together, we can overcome challenges and continue to make a lasting impact for the betterment of Christian College Geelong.
Thank you for your ongoing support.
God Bless,
Mr Tim Page-Walker Chair Christian College Geelong Foundation
FINANCIAL REPORT
2024 FINANCIAL YEAR IN REVIEW
Our operating surplus for the year was $35,942 (an increase of $1,707,830 from 2023).
Non-operating revenue was $5,444,431, resulting in a net surplus for the year of $5,480,373.
Total income received for 2024 was $57,871,643, an increase of 1.85% on 2023.
Total expenditure decreased by $653,154 on 2023, representing a 1.12% in overall expenses. Employee Benefits (69% of total expenses) decreased by 2.09% on 2023 due to a major workplace change process.
Net Assets at 31 December 2024 were $88,049,246.
Enrolments as at August 2024 Census were 1970.
BUILDINGS AND GROUNDS
Mr Nathan Boseley
Business Manager
KEY ACHIEVEMENTS FOR THE FINANCIAL YEAR INCLUDE:
• Completion of Surf Coast Stage 2A & 3 – which comprised of Year 7 classrooms, & Gymnasium
• Cost control and expense management across College campuses
• Sale of Back Creek Café and livestock (sheep & beef) from farming operation
The College continues to develop and enhance infrastructure on an annual basis across all campuses. Classroom and office development remain a high priority with many being completed throughout the year. Refurbishment of several classrooms, amenities, external grounds and ovals were completed across campuses. Furthermore, continuous upgrades to the roof and essential services like plumbing, electrical, and data systems have been undertaken.
Composition of Statement of Profit or Loss & Comprehensive Income 2024
