Goals:<\/strong><\/p>\n a)<\/strong> Provide sound and conservative\u00a0financial management. Strategies:<\/strong><\/p>\n 7.1.1<\/strong> Ensure that the corresponding College financial plan for the next four years is appropriately\u00a0geared towards achieving the key goals being targeted in the educational plan. Goals:<\/strong><\/p>\n c)<\/strong> Foster the Newington Foundation to focus on the spirit of giving to the scholarship and bursary programs, the annual appeal, the Founders Society Bequest program and the capital (building) projects.<\/p>\n Strategies:<\/strong><\/p>\n 7.1.8<\/strong> Continue to grow the Newington Foundation\u2019s Bequest program via Founders Society. Goals:<\/strong><\/p>\n d)<\/strong> Continue to ensure wait lists for all entry\u00a0levels.\u00a0<\/p>\n Strategies:<\/strong><\/p>\n 7.1.11<\/strong> Continue highly personal, service-oriented registration and admissions experience for prospective families supported by effective and efficient processes and communication.<\/p>\n Goals:<\/strong><\/p>\n e)<\/strong> Maintain high awareness and communication strategies to promote Newington as a school of first choice for parents seeking an independent education for their son.<\/p>\n Strategies:<\/strong><\/p>\n 7.1.12<\/strong> Develop excellent communication tools and prepare dynamic, up to date content to share the exceptional Newington experiences, both for boys and their families, with the broader community.<\/p>\n<\/p>\n Goals:<\/strong><\/p>\n f)<\/strong> Ensure facilities are well maintained.<\/p>\n Strategies:<\/strong><\/p>\n 7.2.1<\/strong> Further develop a major asset management, repair and maintenance program for property and grounds. This is to include a preventative maintenance schedule.<\/p>\n Goals:<\/strong><\/p>\n g)<\/strong>\u00a0Further develop environmental management programs.<\/p>\n Strategies:<\/strong><\/p>\n 7.2.2<\/strong> Further develop an environmentally friendly approach to all aspects of the College\u2019s operations. Goals:<\/strong><\/p>\n h)<\/strong> Continue an effective financial, human investment and risk management program.<\/p>\n Strategies:<\/strong><\/p>\n 7.3.1<\/strong> Maintain and further develop effective investment strategies to safeguard and grow the College\u2019s capital resources. Review investment return targets on a regular basis. Goals:<\/strong><\/p>\n i)<\/strong> Continue an effective implementation of all compliance regulations.<\/p>\n Strategies:\u00a0<\/strong><\/p>\n 7.3.5<\/strong> Use well tested and reviewed AIS policies and advice on the areas of risk and compliance.<\/p>\n Goals:<\/strong><\/p>\n j)<\/strong> Develop a culture that all staff view this risk and compliance requirement as everybody\u2019s responsibility.<\/p>\n Strategies:<\/strong><\/p>\n 7.3.6<\/strong> Continue optimum utilisation and growth of the capacities of Synergetic and Risk Wizard online systems. This is to include training of staff on the Risk Wizard system and regular review of risk management systems data to determine if any new strategies are required. Goals:<\/strong><\/p>\n k)<\/strong> Develop an updated Business Continuity Plan.<\/p>\n Strategies:<\/strong><\/p>\n 7.3.8<\/strong> Continually test the Business Continuity Plan is up to date and active.<\/p>\n<\/p>\n Goals:<\/strong><\/p>\n l)<\/strong> Cater for the six emerging ICT trends of:<\/p>\n m)<\/strong> Develop an educational service culture\u00a0for the ICT staff.<\/p>\n n)<\/strong> Review our print room operations.<\/p>\n o)<\/strong> Foster ICT team working with staff and\u00a0boys to:<\/p>\n Strategies:<\/strong><\/p>\n 7.4.1<\/strong> Develop appropriate strategies, policies and practices for:<\/p>\n Welcome to Newington College. This is the official site for the Strategic Plan 2015 – 2018 ‘Discover what’s possible’.<\/p>\n","protected":false},"author":2,"featured_media":321,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":[],"_links":{"self":[{"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/pages\/105"}],"collection":[{"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/comments?post=105"}],"version-history":[{"count":14,"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/pages\/105\/revisions"}],"predecessor-version":[{"id":483,"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/pages\/105\/revisions\/483"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/media\/321"}],"wp:attachment":[{"href":"https:\/\/insites.newington.nsw.edu.au\/newingtoncollegestrategicplan\/wp-json\/wp\/v2\/media?parent=105"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nb)<\/strong> Seek full enrolments at all year groups.The guidance levels to be;
\n(i)<\/strong> Years 7\u201312 Stanmore 210 (min)\u00a0to 220 (max) per year group
\n(ii)<\/strong> Years 5\u20136 Wyvern 92 (min) to 100\u00a0(max) per year
\n(iii)<\/strong> Years 3\u20134 Wyvern 72 (min) to 75\u00a0(max) per year
\n(iv)<\/strong> Years K\u20132 Wyvern 40 (min) to 44 (max)\u00a0per year
\n(v)<\/strong> Years K\u20136 Lindfield targets<\/p>\n\n
\n7.1.2<\/strong> The College\u2019s viability is paramount in all forward educational and financial planning.\u00a0It is imperative that the College\u2019s financial sustainability and viability is uppermost\u00a0with planning.
\n7.1.3<\/strong> Plan for the impact of changing and uncertain State and Federal government funding\u00a0models for independent schools.
\n7.1.4<\/strong> Develop increasing staff awareness of how the College\u2019s budgeting process works to\u00a0increase transparency, encourage ownership and create accountability for all with the\u00a0College\u2019s finances.
\n7.1.5<\/strong> Rolling 10 year cash flow targets as part of the revised Financial Master Plan model.
\n7.1.6<\/strong> Continue to develop strategies, efficiencies and procedures to keep College fee rises\u00a0to a minimum.
\n7.1.7<\/strong> Continue growth in income stream required to support the diversity of program\u00a0offerings (including increasing sources of non-fee income).\u00a0<\/p>\n
\n7.1.9<\/strong> Increase the percentage of scholarships and bursaries that are fully funded by the end of the four year planning period by at least 10% p.a.
\n7.1.10<\/strong> Review scholarship\/bursary testing and interview requirements.<\/p>\nPriority 7.2 Asset Management<\/h2>\n
\n7.2.3<\/strong> Follow the environmental principles required in new buildings and seek a reduction in our ecological footprint.
\n7.2.4<\/strong> Establish further solar panels on available roof spaces.
\n7.2.5<\/strong> Educate boys to practice sustainability both at school and in their daily lives.<\/p>\n<\/p>\nPriority 7.3 Risk and Planning Compliance<\/h2>\n
\n7.3.2<\/strong> Continue to conduct and to be cognisant of the financial implications of risk audits and assessments. Check regularly all risk and compliance issues\/strategies.
\n7.3.3<\/strong> Use an independent auditor to check our risk and compliance policies and practices on a regular basis.
\n7.3.4<\/strong> Develop appropriate business intelligence data analysis systems (\u201cbig data\u201d).<\/p>\n
\n7.3.7 Regularly check policies and practices against the new Privacy Laws.<\/p>\nPriority 7.4 ICT = Information Communications Technology. Cater for the three current trends of ICT: Mobility, Convergence and Connectivity<\/h2>\n
\n
\n
\n
\nBusiness Intelligence (BI)
\nLearning Analytics
\nBusiness Process Automation (BPA) \u2013 tools for staff, students, parents<\/li>\n<\/ul>\n\n
\nUnified Communications: beyond telephones\/PABX
\nPrinting
\nMobile apps
\nCollaboration and Enterprise Social Networking<\/li>\n<\/ul>\n\n
\nNetworking and wireless
\nInternet
\nServers: storage, and the cloud<\/li>\n<\/ul>\n\n
\nDevice transition strategy \u2018Classroom\u2019 technologies
\nMobile strategy<\/li>\n<\/ul>\n\n
\nStudent digital literacies
\nDigital skills for teaching and non-teaching staff<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"