

Loreto College Coorparoo respectfully acknowledges the traditional custodians of Coorparoo, the Turrbal and Yuggera peoples and all First Nations people. We celebrate their rich and diverse cultures and recognise the uniqueness of each individual’s story.
‘Cultural Connection at Loreto’ was developed to strengthen relationships between First Nations people and Loreto College Coorparoo. Created by artist, Danielle Leedie Gray, the work aims to empower our First Nations students to embrace their indigeneity, and to educate our community about the rich heritage of First Nations cultures. The artwork symbolises each of the College’s five core values with concentric circles. Dot patterns symbolise the College’s journey, creating a visual representation of cultural awareness, unity and spirituality with the College.
The Mary Ward Compass is a guiding educational resource for Mary Ward schools across the world. The principles of the Compass are essential to a contemporary Loreto education and are integral to our future direction.
A Mary Ward school today discerns what change is happening or needed, and encourages collaborative work to embrace change in order to take God's purpose forward through education.
(cf KG pp 3, 7)
A Mary Ward school today continues to take its bearings from Jesus, his gospel, and our charism, and to be guided by our JUST SOUL traditional values of Justice, Verity (Truth), Sincerity, Freedom, and Felicity (Joy).
(cf KG pp 1-2; IBVM Call 1)
A Mary Ward school today joyfully accepts responsibility for evolving and unfolding in our time the God-given charism that Mary Ward channelled in her time. We continue to interpret this charism, adapting what has been passed on to us, in creative and innovative ways congruent to the times.
(cf KG p 2; IBVM Call 1; CJ Call 8)
A Mary Ward school today embraces diversity as a mirroring of the wonder of Creation. Seeing the image of God in human diversity, we encourage the young to discover their interdependence so they each find their own dignity -"I am because you are"-* and feel truly a rmed and included.
(cf KG pp 6-7; IBVM Call 5)
A Mary Ward school today is aware of inequalities and oppression in the world of which it is part, and strives to be part of the solution, building peace by helping the young to think and act justly in response to injustice - whether in the school community, the broader community, or the environment.
(cf KG pp 3, 6, 7, 9; IBVM Call 2; CJ Call 5, 6)
A Mary Ward school today develops responsive and e ective ways to enable the young to engage safely and ethically with social media and emerging technology. This ensures the integrity of relationships while enhancing the opportunity for learning and creating global digital citizens.
(cf KG pp 7-8; CJ Call 8)
A Mary Ward school today promotes not only the traditional values in which it is rooted but also those values needed for education that is responsive and relevant to the present reality and to the future.
(cf KG pp 1, 7)
A Mary Ward school today, recognising the interconnectedness of all things, finds educational ways to engage with Laudato si' and Agenda 2030: Transforming our World. We promote the values, skills, and behaviours needed for living as global citizens finding fulfilment in harmony with all of creation.
(cf KG p 3; IBVM Call 2, 4, 5; CJ Call 4, 5, 6)
In 2028, Loreto Coorparoo will celebrate our centenary year. Our students, staff, families and community will see:
● A vibrant school that continues to build on its reputation for excellence and empowering our students to make a positive impact
● Efficacious teaching and learning, recognised as best practice, underpinning leading educational outcomes
● Positive feedback from our stakeholders around a Loreto education
● Inspirational programs that enliven the Mary Ward values for our staff, students and families
● Enriching relationships which connect our community and support students’ education
● Sustainable and resilient governance which supports contemporary infrastructure, facilities and practices for current and future students and staff
Cultivate resilience, confidence and self-determination by creating an environment where each student is known and valued.
1. Foster an engaging and supportive learning environment through programs that build agency, resilience and connection
2. Develop our students’ potential through a breadth of learning opportunities beyond the classroom
3. Inspire our students as future leaders through structured programs and opportunities beyond stereotypes
4. Build on our rich traditions as a whole College with the integration of our primary years
Measured through student feedback indicating enhanced student wellbeing outcomes and that each student is known. View Our Plan
Measured through reviews of student outcomes, learning programs and opportunities.
Provide an inspirational and dynamic culture of teaching and learning excellence that supports students to achieve their aspirations.
1. Uphold our teaching and learning framework to support personal excellence and academic growth
2. Equip our students with critical literacies essential for future success
3. Empower learners’ agency through comprehensive extension, enrichment and consolidation programs
4. Extend access to diverse learning opportunities inside and beyond the classroom
View Our Plan
Be a contemporary Catholic school that inspires our students, staff and community to be voices of faith in the spirit of Mary Ward.
1. Live our ethos integrating contemporary Catholic perspectives and social teachings to deliver an education congruent to our time
2. Promote justice, advocacy and equity embedding our Social Justice programs
3. Broaden students’ perspectives as we consolidate faith formation and connection within the College and beyond
4. Commit to reconciliation and inclusivity through our programs and actions
Measured through stakeholder feedback that the Loreto College Coorparoo community actively lives Gospel values and our charism. View Our Plan
Be a workplace that inspires, values and develops our staff to be leading practitioners in education.
Measured through staff feedback and our success in attracting and retaining staff committed to their professional growth.
1. Enhance professional efficacy, collegiality, flexibility and wellbeing, embedding responsive structures and programs
2. Leverage artificial intelligence and digital tools to support staff capacity
3. Inspire staff as leaders in education through professional engagement and development
4. Prioritise the core work of education, incorporating digital tools and best practice to nurture a thriving professional culture
Measured through financial metrics, enrolment demand and Environmental, Social and Governance principles.
Foster a culture of stewardship guided by our faith and values, adapting the legacy entrusted to us in innovative ways responsive to the needs of our time.
1. Drive a sustainable future through long-term planning and modelling to determine strategic investment into college resourcing, facilities and infrastructure
2. Invest in emerging technologies and robust cybersecurity to enhance our learning environment and optimise our operations
3. Promote environmental sustainability, social responsibility and ethical governance, ensuring a positive and lasting impact for our community
4. Implement the first stage of our masterplan and develop an ongoing capital works program that is agile and responsive to the needs of the college
View Our Plan
As we cultivate our students’ sense of agency, resilience and connection, we will integrate Restorative Practices, supported by the consolidation of our Wellbeing Framework addressing needs impacting young people. We will support our extensive range of co-curricular programs where our students can explore their potential, develop leadership skills and grow their connections with students across years.
Throughout the life of Loreto 2028, we will deliver projects that enable us to realise our goals. Here is a snapshot of our early projects:
We will continue our focus on personal excellence, growing our students’ capacity in critical literacies including numeracy, literacy and digital literacy so they have the knowledge and skills to thrive in an increasingly complex future. The implementation of our ExCEL program will see opportunities for learners to engage with extension and enrichment opportunities. With the opening of the Senior Studies Centre, we will support an aspirational culture through programs and facilities which will facilitate flexibility and learning opportunities beyond the classroom.
As a contemporary Catholic school supporting Mary Ward values, we will integrate our Reconciliation Action Plan. Supporting our students as advocates for positive change, we will consolidate our Immersion Programs, incorporating opportunities for action locally, nationally and globally. We will formalise opportunities for faith formation and connection including programs across schools.
Supporting our goal to be an employer of choice, we will extend our staff wellbeing SPIRIT framework. We will embed our award-winning HEART Teaching and Learning framework through evidence-based tools supporting collective efficacy. We will implement our Talent Management Strategy and Leadership Development program. We will harness artificial intelligence tools and grow staff digital literacy, enabling our staff to focus on the core business of education.
We will implement a dedicated capital campaign supporting the development of our Dale Street Project and growing a culture of giving. We will enrich the educational experience of our students, formalising external relationships which improve student learning, engagement and wellbeing. We will foster meaningful engagement with our Past Pupils supporting their legacy and future engagement with the College. We will develop an annual program of events which grow connection and engagement with families.
We will celebrate the opening of our newest building project, the Dale Street Precinct. We will review our masterplan to incorporate a staged approach to our facility development over the next ten years, supported by long-term financial modelling. We will develop an ESG strategy for implementation. We will explore opportunities for alternative income streams and shared services.