Principal’s Message
I am pleased to present West Moreton Anglican College’s Strategic Vision (2022-2024), the culmination of many months work by the Executive Leadership Team and College Council.
While this document focuses on the next three years, it is the final stage of a three-part staged process that started in 2016 and looks as far ahead as 2027. This plan continues our commitment to taking a longer-term view to remain relevant and prepare our students for whatever the future holds.
Our collective ambition within this plan is to strengthen our pre-eminent reputation for balanced, exceptional educational experiences within a loving and inspirational community.
The four strategic pillars, within which the projects in this plan will be implemented over the next three years are, future-focussed educational experiences; culture and ethos; resources and infrastructure; and financial stewardship.
This is the culminating phase of the College’s long-term vision, established in 2015, which has been the platform of the significant transformation that has taken place at WestMAC in recent years.
We are a vibrant, spirited and optimistic community with much to celebrate and anticipate. I look forward to continuing this work with all members of our community as we realise the reality of an inspired vision.
Geoff McLay, Principal
A. Introduction and Context
West Moreton Anglican College is owned by the Corporation of the Diocese of the Anglican Church of Southern Queensland (ACSQ). The ACSQ’s vision is:
Flourishing faith communities
Proclaiming and serving
Worshipping and learning.
West Moreton Anglican College’s motto, Faith, Knowledge, Service, provides significant alignment with the ACSQ vision.
B. Ethos
As a Diocesan-owned school, West Moreton Anglican College seeks to express the values and behaviours imbued in the Anglican Schools Southern Queensland Ethos Statement. This Ethos Statement is: The vocation of Anglican Schools is education driven by a vision of humanity shaped by the image of God made visible in Jesus, present in every human being.
More specifically, we seek to be:
Incarnational: God is Love, perfect and in person. Essential words live in us – they become real when lived
Intellectual: We embrace a comprehensive liberal education
Pastoral: We practise respect for the whole person in community
Missional: We form people for the transformation of the world, in the service of God and the common good
Faithful: We keep sacred rhythms attending to the goodness of life, celebrating the story and sovereignty of God
Hospitable: We have a place for all to belong.
C. Our Values
Our values are the guiding principles that underpin our decisions and behaviour. The following are integral to our ethos:
Wisdom: Learning, hope, faith, resilience, and confidence
Kindness: Compassion, love, service, empathy, and generosity
Courage: Integrity, truth-seeking and confident
Respect: Acceptance, inclusion, dignity, integrity, trust, listening to others’ views.
D. Our Distinctiveness
We believe that the following elements are integral to the value of the educational experience at WestMAC:
An open and inclusive environment that facilitates quality learning
Diverse and responsive programs that nurture and inspire our students to take their place as productive global citizens
An unwavering sense of the ‘College family’ within a strong, values-based community.
E. Collective Ambition
As a result of the implementation of this plan, our aim is to strengthen our pre-eminent reputation for balanced and exceptional educational experiences, within a loving and inspirational faith community.
F. Rationale, Overarching Goal, Objectives, Measures and Projects for the Strategic Pillars
1. Future-focused Educational Experiences
a. Rationale
Learning has become increasingly focused on flexibility and adaptability. Educational experiences are at the heart of our reason for being. We have an unquenchable thirst to provide each student with the best opportunities for learning and achievement. Our demonstrated commitment is to continuous improvement based on research and with a sight to the future to facilitate each student’s pursuit of their personal best educational experience.
b. Overarching Goal
Improving academic and educational outcomes for all students by providing innovative and engaging curriculum within a culture of excellence and support.
c. Objectives
• Improved consistency in quality of teaching
• Reading and writing skills notably improve
• Have taken a strategic position on distance education as a potential opportunity to grow our business.
d. Measures of Progress and Performance
e. Focus for Action
i. Quality of Teaching – high priority for action
Implement programs such as collaboration and coaching to further enhance the capacity of our teaching workforce.
ii. Student Learning and Growth– high priority for action
Implement a range of initiatives to improve various aspects of our students’ learning and growth.
Baseline (2021)
2. Culture and Ethos
a. Rationale
We have a laser focus on student safety and protection. The way we think, speak, and behave on a daily basis at WestMAC represents our culture and ethos. We have a fervent commitment to strengthening a culture that acknowledges and celebrates individuals and groups, shaped by the vocation of a school in the Anglican tradition.
b. Overarching Goal
Providing a learning and employment environment that reflects our Anglican ethos where each person has a voice, a strong sense of belonging, is valued and respected, and supported in their spiritual journey.
c. Objectives
• A community that lives out its expressed Anglican values
• Celebrating diversity within our community
• A robust child protection culture
• A workplace that promotes professional:
- Agency
- Challenge
- Support
- Opportunity
• Increased student voice opportunity through existing programs and structures
• An engaging and affirming 30 Year Anniversary celebration.
d. Measures of Progress and Performance
Students’ attitudes about life at the College
Parents’ attitudes about life at the College
Parents’ satisfaction with reputation in the wider community
Baseline
e. Focus for Action
i. Student Wellbeing – high priority for action
Research and implement best practice principles in student wellbeing with specific attention to contemporary student behavioural expectations that optimise learning.
ii. Child Protection and Safety– high priority for action
Implement a range of changes and programs to strengthen our child safety culture.
iii. Employee Experience
Review and augment all existing human resources, industrial relations, staff engagement practices and employee wellbeing initiatives to create a superior employee experience.
iv. Anglican Identity
Clarify, communicate, and celebrate the values and behaviours that represent our Anglican ethos.
v. 30 Year Anniversary Celebrations
Celebrate the 30th Year Anniversary through the production of socio-cultural artefacts and events acknowledging WestMAC’s achievements and contribution to the broader community and the ACSQ vision.
3. Resources and Infrastructure
a. Rationale
In an increasingly competitive market, there has been an upshift in stakeholders’ expectations of the quality of infrastructure and resources in schools. The nature of learning continues to change and evolve in line with external technological, social, and political influences. We have both a responsibility and a desire to provide infrastructure and resources that optimise educational experiences, enhance our culture and ethos, and recognise our responsibility for social and environmental stewardship.
b. Overarching Goal
Provisioning for the evolving educational needs of the College community through implementation of the next phase of the infrastructure development program and through the provision of resources that enable each student to achieve their personal best.
c. Objectives
• Finalisation of the Towards 2040 Master Plan
• Commenced construction of the Library/Student Services/Administration Centre.
d. Measures of Progress and Performance
Staff satisfaction with facilities and resources
Parents’ satisfaction with facilities and resources
Students’ satisfaction with student services
Parents’ satisfaction with student services
e. Focus for Action
i. Master Plan Development
Complete and communicate the Towards 2040 Master Plan
ii. Master Plan Stage 1 Execution– high priority for action
Baseline (2021)
(2019)
Stretch Target (June 2024)
Develop and implement the first major construction project in the Towards 2040 Master Plan
iii. Distance Learning Feasibility
Research and develop a concept plan and preliminary business case for the feasibility of introducing distance education as an additional business unit at WestMAC.
4. Financial Stewardship
a. Rationale
The impact of recent government funding policy has prompted an even greater focus on financial stewardship. WestMAC has an established commitment to prudently managing available resources through our families’ contributions and sources of government grant funding. We are committed to providing exceptional experiences to our students, families, and staff through financially responsible practices.
b. Overarching Goal
Provisioning for the changing needs of the College through sound stewardship and prudent financial management to ensure sufficient funds to support the strategic direction.
c. Objectives
• Financially robust to deliver our diverse and extensive programs
• EBIDA of 17%. - (Earnings Before Interest, Depreciation and Amortisation)
• Tuition fee set at a level that supports the projects proposed in this plan and remains affordable.
d. Measures of Progress and Performance
e. Focus for Action
i. Optimal Future Enrolment Numbers
Using a comprehensive analysis and evaluation of current catchment demographics, provide modelling to demonstrate optimal future enrolment numbers.
ii. Business Model Alignment – high priority for action Model, analyse and evaluate aligning our business model with a view to enable full implementation of strategic initiatives.
Achievements
Markers and milestones
By January 2025, it is expected that the following will have been put in place or achieved:
Improving academic and educational outcomes for all students by providing innovative and engaging curriculum within a culture of excellence and support.
Providing a learning and employment environment that reflects our Anglican ethos where each person has a voice, a strong sense of belonging, is valued and respected, and supported in their spiritual journey.
Provisioning for the evolving educational needs of the College community through implementation of the next phase of the infrastructure development program and through the provision of resources that enable each student to achieve their personal best.
Provisioning for the changing needs of the College through sound stewardship and prudent financial management to ensure sufficient funds to support the strategic direction.
