Strategic Plan 2019-2021 - The King's School
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2019-2021 Strategic Plan 1
2019-2021 STRATEGIC PL AN
The King’s School is a Christian community that seeks to
make an outstanding impact for the good of society
through its students, and by the quality of its teaching
and leadership in education.
THE KING’S SCHOOL MISSION STATEMENT
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Chairman’s Introduction
The King’s School is a unique place of learning that deeply honours its
almost 200-year history of educating boys, whilst also reframing the future
by developing quality young men who will contribute to the betterment of
humanity through the values they derive from an education at King’s.
Teaching and Learning are focal points of this Strategic Plan as they should be
in every school. We are continuing with our distinctives:
• Academic Excellence
• Character Development
• Christian Community
Our approach to educating boys and now girls across the three campuses of
The King’s School Preparatory and Senior School in North Parramatta and
Tudor House in the Southern Highlands, is one of constant evolution that
ensures we lead with expertise and is delivered within the environment of a
Christian community.
It is my pleasure and privilege to bring to you In character development there will be an
the 2019-2021 Triennium Strategic Plan that emphasis on using our wonderful environment to
broadly guides the efforts in the years ahead, expand our outdoor educational and
whilst celebrating and affirming our heritage. co-curricular activities enabling students
to forge and test their own character strengths.
In this Triennium we will be planning to develop A service learning program will also help
new and continuing features of this plan. This students put their leadership, skills and character
plan began with a focus on strategic agility and into action.
a long term view in its triennium approach and
its research through the McCrindle Project. Christian community is an area where leadership,
It has been inclusive in its involvement of as humility, values and human wellbeing flourish.
many staff as possible through distributive How students interact and relate to each other in
leadership and community involvement. Boarding and Day Houses and in the Dining Hall is
of high importance and all underpinned by a strong
I want to thank Headmaster Tony George for Housing and Chaplaincy staff.
his leadership and vision for this process and
Executive, Staff and Governors for the time None of this is possible without our community’s
committed to exploring ideas, writing support teams which are vital to the School’s
and reading scores of Strategic Initiative efficient organisation. The plan focuses on a
and Project papers and in coming to a review of ICT services to support teaching and
collective wisdom in producing this learning, to review Risk Audit and Compliance
multi-dimensional plan. and Governance and mapping the organisation
infrastructure for Finance and Property.
The process has been well thought through
and exciting. The element that has clung to my The heart of the School’s strength is in the myriad
mind was the discussion that for each decision of people who have come before us as Old
point there must be the thought that a student Boys, past parents, past staff, past Governors
or students will benefit. and Foundation members who are integral to
our valuable community. They are vital to the
Within academic excellence there will be advancement of enrolments, to our fund
an increasing emphasis on developing raising and to the spreading of the message
thought leadership in our students, on of this Strategic Plan that “The King’s School
Science through a STEAM precinct and a look as a Christian community is making an outstanding
to the future on food research and security. impact for the good of a global society.”
All of this will be enhanced by leading
edge professional development of our staff This Strategic Plan gives us a purpose, direction
through The King’s Institute. and the means to analyse and evaluate our
progress. We hope that you will view it as a
dynamic strategy for the growth of our wonderful
School and students.
Mrs Rosemary Abrahams
CHAIRMAN
THE COUNCIL OF THE KING’S SCHOOL
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Contents
Chairman’s Introduction 3
A King’s Education 6
Our Values 8
The King’s Distinctive 10
The Decade Ahead 12
Academic excellence 13
Character development 14
Christian community 15
The First Triennium – 2019-2021 16
The global century 16
Global thought leaders 18
Academic excellence 19
Character development 20
Christian community 21
Organisational infrastructure 22
Advancement 23
Conclusion 24
4
5
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A King’s Education
W e believe there is more to education than the mere inculcation of knowledge with the
occasional inclusion of co-curricular and sports activities. The commitment to students at
The King’s School is to provide academic excellence with character development in the context
of a Christian community in order that they might graduate as leaders of Christian wisdom and
integrity for a world in need. This was the founding purpose of the School by King William IV,
in 1831, provide leaders for the emerging colony of New South Wales.
6
The King’s School Mission Statement Accordingly, The King’s School continues
captures this founding sentiment in to demonstrate its commitment to staff
describing the School as “A Christian training and development, including
community that seeks to make an educational research and development,
outstanding impact for the good of society through The King’s Institute.
through its students, and by the quality of
its teaching and leadership in education.” Finally, The King’s School is endowed with
an extraordinary geographic footprint in
Kingsmen are challenged to grow and Parramatta and the Southern Highlands,
develop into global thought leaders. with facilities for teaching and learning,
sport, drama and music, outdoor
They are not only intellectual, physical, education and residential facilities for
social, emotional, and spiritual, staff and students alike.
but also courageous, adventurous,
entrepreneurial, faithful, honourable, Consequently, the School has a
dependable, and egalitarian men who responsibility, to not only sustain these
strive to be the very best they can be wonderful assets for the good of the
for the sake of serving others – we immediate school community, but in
each seek to be excellent in order to be ensuring that their benefit may extend to
excellent for others. always making an outstanding impact for
the good of a global society.
The King’s uniform, while being the oldest
military uniform worn in Australia, is
wonderfully symbolic of what it means to
be a Kingsman – one who is willing to live
under authority and committed to living
their lives in service for others.
The achievement of our mission is
dependent on the quality of our teaching
and leadership in education. The King’s
School is both blessed by and committed
to the recruitment and development of
outstanding members of staff who lead
and guide students in their growth and
development. Whether they be directly
involved in the classroom or not, every
member of staff is a role model for our
students – as teachers, coaches, mentors
and carers.
The education in The King’s School is not for
the exclusive benefit of those upon whom it is
bestowed, but for that of the entire community.
WILLIAM GRANT BROUGHTON, 1832
7
Honesty Integrity Compassion
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Our Values
Excellence
T
Respect
he values of The King’s School Humility Responsibility Y
RESPONSIBILIT
are foundational to the life of the
School and our community. W e take responsibility for others and ourselves.
Responsibility means recognising that we share
our lives with others in a shared world. Living and
They are derived and stand on the
learning in community, means taking responsibility
teachings of Jesus Christ and God’s for contributing positively and actively to our
Word as revealed in the Bible. community and our world. Responsibility for our
world means living sustainably. Responsibility is
These Christian values are at strongly aligned with compassion and integrity, for
we reach out with compassion and demonstrate
the centre of the School’s ethos, integrity when we choose to take responsibility for
which means that we will seek ourselves and others.
to encourage and develop in our TAKE RESPONSIBILITY
students and staff, an understanding
of the world through the perspective
of God’s truth.
A King’s education is not just
about a Christian way of
understanding. It is also about a
Christian way of living.
The values of The King’s School INTEGRIT Y
seek to not only inform as to what
Biblical truth is but also inform,
invite, and inspire our students to
W e live our lives with integrity. To
demonstrate integrity means to live a
life that is integrated and balanced, cohesive
live this way. The King’s School and coherent. As a community of integrity, we
are unified and work together for the common
seeks to teach this way of life every
good. We are trustworthy and reliable, we
day through all that is done and follow through with conviction and courage.
taught. It does this in a setting of Integrity is strongly aligned with responsibility
and honesty, for when we are true to ourselves
a unified community of love and and one another and exercise responsibility, we
learning between parents, students demonstrate our integrity.
and teachers. DEMONSTRATE INTEGRITY
8
y Integrity Compassion
COMPASSION
W e live to serve one another. Having compassion
means caring for others, being kind and gentle.
Excellence
Compassion is stronger than sympathy or empathy;
it is much more active and intentional. In a Christian
sense, it is going out of one’s way to help others, to be
generous towards others, to care for others and stand
up for others. Compassion
Humility Responsibility
is strongly aligned with
Respect
humility and responsibility, for it is from an attitude of Humility Responsibi
humility that we choose to take responsibility for others HUMILIT Y
and reach out to them with compassion.
BE COMPASSIONATE
W e do not think more highly of ourselves than
Honesty Integrity
we ought. We are human and we share in the
humanity of others. Being humble arises from our
Christian belief that we are equal in the sight of God
because we are all created in His image. Humility is
strongly aligned with respect and compassion, for
it is when we are humble that we are able to respect
one another and are motivated to reach out to
others with compassion. Being humble recognises
that we are not always right; we get things wrong.
EXCELLENCE
BE HUMBLE
W e strive to be excellent for others and ourselves.
We do this in order to make an outstanding
impact for the good of society. Striving for excellence
means seeking to improve and better ourselves; to be
always growing. Our striving for excellence is that we
may be excellent for the sake of others. Excellence is
strongly aligned with a life of compassion, humility,
Excellence
respect, honesty, integrity and responsibility, for it is
when we commit ourselves to serve others that we
strive to be excellent for others.
STRIVE FOR EXCELLENCE
Honesty Integrity Compassion
Respect
RESPECT Humility
W e respect one another and ourselves.
Respect involves valuing people and
property so that neither is dishonoured. We
respect other’s beliefs and points of view. We do
not bully or impose our will on others, whether
in thought, word or deed. We respect ourselves
by adopting a lifestyle that is balanced and
promotes wellbeing. Respect is strongly aligned
HONEST Y
with humility and honesty, for it is when we are
W
committed to the truth and able to recognise we
e are honest. Honesty means being trustworthy,
may be wrong, that we are able to show respect.
sincere and authentic. We are true to ourselves;
Excellence
and one another. We do not mislead or misrepresent SHOW RESPECT
each other. As members of our community, our trust
for one another depends on honesty. Honesty is
strongly aligned with integrity and respect for it is
our commitment to being honest with each other that
Respect Humility
enables us to be trustworthy and live with integrity
Responsibility
and to show respect for one another.
BE HONEST
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The King’s Distinctive
T he King’s School enjoys international prominence
because of a unique history which comes from
being Australia’s oldest independent school.
Throughout its almost 200 years of educating boys
and developing leaders, The King’s School has
determined the three essential distinctives of:
• Academic Excellence
• Character Development
• Christian Community
which we use as the basis for our strategic intent.
10GLOBAL THOUGHT LEADERS
(QUALIT Y OF SERVICE)
A Life of Service – Leaders & Role Models
Kingsman: One who lives under authority and lives his life for the service of others.
Graduates who make a n outstanding impact for t he good of society.
ACADEMIC CHARACTER
EXCELLENCE DEVELOPMENT
(QUALIT Y OF MIND) FORTITER ET (QUALIT Y OF PERSON)
Curricular – Teaching FIDELITER Extra & Co-Curricular –
Mentoring & Coaching
Focus on Social, Emotional, Bravely and Faithfully
& Intellectual Wellbeing Focus on Social, Emotional,
Academic and & Physical Wellbeing
Mental Development/Competence Self-regulation and Personal
Development / Competence
CHRISTIAN
COMMUNIT Y
(QUALIT Y OF REL ATIONSHIP)
Pastoral Care - Caring
Focus on Social, Emotional, &
Spiritual Wellbeing Social and
Spiritual Development/Competence
ORGANISATIONAL
ADVANCEMENT
INFRASTRUCTURE
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The Decade Ahead
12ACADEMIC EXCELLENCE
T he King’s School is recognised
for the academic excellence of its
students. The School has emerged
In the decade ahead, our
opportunity is to ensure
The School intends to establish a Centre
for Thought Leadership in order to bring
together the teaching and learning of
as one of the highest achieving that commitment to English, History, Philosophy, Languages
non-selective schools through our academic excellence is and Biblical Studies as an interdisciplinary
commitment to academic excellence. secured by: approach to the development of thought
leadership in our students.
This commitment is demonstrated in
such existing initiatives as The Future • thedevelopment of a Good leadership begins with a quality
Project, together with the establishment culture and practice of mind as evidenced in critical thinking,
of The King’s Institute, where research of continuous reasoning and wisdom. The Centre for
and development into leadership and Thought Leadership will provide a unique
best practice in education, teacher improvement across all opportunity for every student to construct
training and development, school areas of the School; the foundations of their own thought
leadership development, talent world in the light of the School’s Western
management and research • our commitment to the and Christian traditions.
and publishing are all in practice. elaboration and practice
The School will also expand its world
of thought leadership; leading Science Education to include
• our support and Technology, Engineering, Art and
Mathematics through the development
development of STEAM of a STEAM quadrangle in the Education
(science, technology, Precinct of the School. The further
engineering, art development of STEAM capabilities will
complement the School’s agricultural
and mathematics) program and food research programs in
curriculum The Future Project.
132019-2021 STRATEGIC PL AN
The Decade Ahead
continued
CHARACTER DEVELOPMENT
T he King’s School is recognised for the
character of its students. Leadership
requires good character and integrity,
The School intends to expand and
formalise its co-curricular offerings in sport,
outdoor education and the performing
The King’s School will also provide
a Service Learning Program that will
encourage all students to engage in
qualities that are forged and tested in the arts as part of a unique King’s School community service opportunities at
co-curricular programs of the School, Leadership and Character Development home and abroad. The program will
including sport, outdoor education and the program. Not only in the senior school but further encourage our students to
performing arts, among others. from Pre-K onward across all campuses. develop a global awareness of human
and environmental need and facilitate
While students are able to develop While other schools invariably need to the opportunity for students to put their
their thinking in the classroom, it is the travel off-site to enjoy sporting and outdoor character into action through helping
contest and striving to succeed against education facilities, The King’s School is and supporting others in need.
one’s competition or the elements of the uniquely positioned to be able to provide
environment that allows a student to face all of these facilities at its Parramatta
their limitations. It is in the crucible of and Southern Highlands locations. The
adversity that character is formed. development of an Outdoor Education
precinct at Parramatta is key to offering a
Thus we have recognised that the unique world-class facility that supports
challenge before us in the next decade the School’s distinctive in character
is to further strengthen our reputation development through Cadets and Duke
for delivering world class leadership and of Edinburgh programs, and providing an
character development. emphasis on coaching and mentoring of
students to be the best that they can be.
14CHRISTIAN COMMUNIT Y
T he King’s School is more than
merely a school, it is a community
of families, Kingsmen, teachers, staff,
Through the 360 acres in Parramatta and
170 acres in the Southern Highlands in
which we live and learn, we also exist
Most of our boys will become fathers
and husbands, with families who will
depend on them for their wellbeing and
Old Boys and past parents. This is, in in a unique village that provides the human flourishing. Our world needs
reality, our starting point. environmental context for the Christian courageous and faithful men, and
community that cares for each and every The King’s School will continue to
student. The pastoral care of our students develop its unique Boys to Men program
is provided in the context of dedicated to give every boy the opportunity to
houses, Day and Boarding Houses, in explore and confirm his commitment
which each student develops a strong to serving others.
For The King’s School the attachment and identity. The Day and
Our Christian community is committed
community is the heart Boarding Houses are a unique feature of
to growing young men of Christian
pastoral care at The King’s School and
of the village. We are the offer the best facilities of any school in the
character and integrity. Chaplaincy
sum of our traditions, our world. The Houses are supported with
ensures the inclusive nature of our
community – humble, hopeful and
history, and of all who Health Care Facilities and Dining Facilities.
wonderfully egalitarian, Kingsmen have
have gone before us. The sharing of a meal continues to mark always sought to live lives of excellence
our mateship. Meal times are important for the sake of others, and always will.
We embody an aspiration
at King’s, for it is around a meal that
for humanity, grounded in relationships are formed and grow,
our biblical understanding conversations spark and trust develops.
The School is committed to ensuring that
as a christian community meal times are not merely a time for a
and realised in feed, but a time for forming friendships,
growing and being educated. Meals are
human flourishing provided for more than 1,600 students
and wellbeing. every day, a feat unique in Australia.
152019-2021 STRATEGIC PL AN
The First Triennium
2019-2021
This Global Century – a future in Education
and Food Security
W ithin the First Triennium,
the School will prioritise the
development of a number of initiatives
There are six broad areas of strategic
interest for The King’s School. They are:
that underpin our ability to shape GLOBAL THOUGHT LEADERS
young men through Academic ACADEMIC EXCELLENCE
Excellence, Character Development CHARACTER DEVELOPMENT
within a Christian Community.
CHRISTIAN COMMUNIT Y
In this strategy we recognise an O RGANISATIONAL INFRASTRUCTURE
opportunity to align The King’s School ADVANCEMENT
with Australia’s future in education and
in food security. This opportunity is These six areas frame all the operations
made significant because of Australia’s and activities of the School and are given
unique positioning as a world leader detailed commentary below.
in international education and food
Within each area, the School has identified
security at the beginning of this
a variety of strategic initiatives that are
global century.
considered to be worthy of attention and
focus over the coming Triennium.
The School needs to offer pathways
to all the universities of the world, with Within each initiative there are a range
globally recognised accreditations not of projects to facilitate the development
just an option, but an imperative. and implementation of each initiative.
The planning process and each project
The offering of global accreditation has involved staff from across the School
pathways that include VET and the according to their passion and interest.
International Baccalaureate need
to be considered by the end of What needs to be achieved between
the coming decade. Further, 2019 and 2021 is the establishment
educational delivery platforms of of the process of triennial planning that
a world-class education offering facilitates strategic agility through the
academic excellence with character involvement of all staff of the School.
development to Kingsmen needs to Many of the projects will be preliminary
be synonymous with the experience or exploratory in nature so as to
of a King’s education by the end of provide the planning foundations for
the decade. subsequent Triennia.
1617
2019-2021 STRATEGIC PL AN
The First Triennium
2019-2021
continued
GLOBAL THOUGHT LEADERS
Always remaining mindful of what King’s 2070 Initiative: King’s Global Initiative:
is going on in the world, the School • Triennial Planning. • International School Tours.
will also explore various global
• Strategic Agility. • International Exchange Programs.
opportunities through the development
of international relationships with like • Strategic Scope and Sequence. • International Enrolments.
schools and communities. • King’s2070 and the McCrindle
research Project. While this project
The following strategic initiatives was completed in 2018, it will
have been identified as critical to the continue to inform the development
School’s success over the coming and implementation of strategy
decade and worthy of prioritisation in over the decade.
the 2019-2021 Triennium:
18ACADEMIC EXCELLENCE
Teaching and Learning is the engine room of the School. Academic Excellence
is essential for the School’s ongoing success. Consequently, the priorities for the
2019-2021 Triennium include attracting and retaining high quality staff through
the continuing development of The King’s Institute.
W e will seek to improve our
online offerings and presence
and explore opportunities in food security
• Develop the technological capability to
enable academic data to better inform
teaching and learning.
The King’s Institute Initiative:
• Enhancement of Teaching and
Learning and Professional Practice.
and languages. • Commence designing and build a • Develop opportunities for staff
new Centre for Thought Leadership development and leadership.
“We are one school, with three
that brings together English, History,
campuses. Thus, Tudor House will • Buildpartnerships with parents
Philosophy, Biblical Studies and
continue to be top of mind through the and universities.
Languages into an inter-disciplinary
implementation of the Tudor House • Furtherdevelop mentoring
teaching and learning facility to replace
Business Plan.” and coaching.
the old science building.
• Teacher growth and
The following strategic initiatives have been • Commence designing, development
development program.
identified as significant for the School’s and building of STEAM Quadrangle,
success over the coming decade and to complete Education Precinct. • Develop high levels of teacher
worthy of prioritisation in the accreditation.
2019-2021 Triennium: Languages Initiative:
King’s Online Initiative:
• Immersion and multi-modal language
Global Certification Initiative: (French, German, Chinese & Indonesian) • King’s On-line – Content Management
• Develop Business Case for System, Learning Management System
• Language exchange programs and
International Baccalaurete. and intercampus communication.
strengthen languages with the view
to meeting the requirements of the • Student/Staff/Parent portals.
• Continue to support and develop
current VET programs. Explore and International Baccalaurete.
Food Security Initiative:
develop business case for offering
Libraries Initiative: • Paddock to Plate – continue to develop
courses in-house for Primary Industries,
Construction, Food Tech & Hospitality • ICT and Libraries restructure. Following Tudor House program. Consider a
through auspicing. the appointment of a Director of Paddock to Plate coordinator role with
Knowledge Services, integrate ICT new TKS catering contract.
• Explore a VET leadership course for
and Library services to take advantage • Explore and develop food security
Cadet Corps.
of economies of scale and to improve initiatives in PYP programs.
Academic Excellence Initiative: service provision. • Strengthen and expand the
• Staffing structure and allocations to School’s Agriculture programs
Tudor House initiative: and involvement.
attract and retain high quality staff.
• Implement Tudor House Business Plan.
• Tutoringexpansion – Boarding and
• Tudor House PYP Accreditation.
Day houses.
• Scholarship program to be reviewed
towards a fully funded model.
192019-2021 STRATEGIC PL AN
The First Triennium
2019-2021
continued
CHARACTER DEVELOPMENT
C haracter Development is a
unique value proposition of
The King’s School. Along with Academic
The priorities for the 2019-2021 Triennium
feature a shift in emphasis in the School’s
Leadership and Character Initiative:
• The King’s Certificate – Scope and
sports program from one of administration Sequence. This initiative seeks to map
Excellence, The King’s School is to one of coaching and development. all the School’s offerings in intellectual,
distinctive for its unique approach to This is accompanied with a growth and physical, emotional, social and spiritual
Leadership and Character Development development of the School’s outdoor development.
– one that is predicated on a Christian education offerings in Cadets and Duke of
• Director
of Leadership and Character
vision for humanity as shaped by the Edinburgh Program. The emphasis here
Development.
School’s unique Australian context. will be on the mentoring of every student
• Distributed Leadership.
to be the best they can be.
• Service Learning Program
These initiatives are complemented by the (Incl. Overseas Tours).
building of an indoor sports centre and
outdoor education precinct, as well as the Outdoor Education Initiative:
encouragement of a number of sporting • Develop Outdoor Education Facilities
associations such as football, basketball – unique to TKS. The program and
and tennis. facilities mean that TKS is able to offer
all the benefits of an outdoor residential
Captured by the The appointment of a Director for education program without having to
Leadership and Character Development
School’s motto, Fortiter leave Parramatta. Thus, boys remain for
is important to the coordination of sports sport during Year 9 etc.
et Fideliter, Bravely and outdoor education development
• Kahiba,Cadets, D of E / Outdoor
and Faithfully, the as contributing meaningfully and
Education Expansion.
purposefully to the educational
School’s approach development of each student. • Staffing structure and allocations.
to Leadership and • Revisionand redevelopment of
The School will complement these programs in Cadets and D of E.
Character Development initiatives with the development of staff
is contextualised by the and a continuous improvement culture in Physical and Sports Development
the School. The School’s performing arts initiative:
adventure, adversity will also see some significant attention • Sports Centre and Facilities
and mateship of sport through the building of a Performing Development – Football, Rowing,
Arts centre in the Preparatory School, Athletics, Tennis.
and outdoor education, as well as a review and restructure of • Sportsphilosophy of coaching
while characterised by the secondary music and drama. and mentoring – Director of
faithfulness, integrity The following strategic initiatives
Sport Coaching.
and commitment of our have been identified as significant for Performing Arts initiative:
the School’s success over the coming
unique house based decade and worthy of prioritisation in
• Preparatory School Music facility.
pastoral care. the 2019-2021 Triennium: • Senior
Music and Drama Review
and Restructure.
People and Culture Initiative:
• Staff recruitment and retention.
• Continuous Improvement.
• Talent Management.
• Personal Growth Trajectories for Staff.
20CHRISTIAN COMMUNIT Y
It is essential that we secure and
strengthen those distinctives that are
foundational to our traditions.
The priority we place
on human flourishing
We intend to enact changes in the areas of
catering and food provision, so we will work
with our partners and with the wider community
These include our unique Christian and wellbeing will also in ensuring that the fellowship of sharing a meal,
Community and culture, our unique dining together, ensuring worthy and appropriate
village context, our residential education,
be prominent with celebrations of that which we have achieved and
and our fellowship around meals the development of a that which is good within the School are at
and celebrations.
school-wide program the core of community.
Our focus here is on the strengthening involving students, The following strategic initiatives have
of the School’s unique community been identified as significant for the School’s
context by enhancing the cultural and
staff and parents.
success over the coming decade and worthy
physical identity of our geographic place. of prioritisation in the 2019-2021 Triennium:
We will place the School Chapel at The Community Initiative:
the centre of regular church worship
• Establishment of TKS Residents’ Association.
for House Chapel Services, King’s
Community Church Services, and • Signage and wayfinding, including
weddings, baptisms and funerals street naming and numbering.
through improved Chapel amenities • Development of concept and business plan
and a pavilion. for the Heritage Precinct.
• Preserving and celebrating our unique history
and tradition.
• Strengthening and supporting stakeholder
relationships with Old Boys, and school families.
Chaplaincy Initiative:
• Chaplaincy Staffing and Program.
• Chaplaincy Place – Student Centre.
• Chapel Amenities and Pavilion.
• Community Chaplain –
King’s Community Church.
Human Flourishing Initiative:
• Director
of Wellbeing – Positive Education
framework.
• Staff, student and parent wellbeing.
Catering Initiative:
• Improve the food and dining experience.
• Explore alternative food outlets.
• Aligning catering with the educational
priorities of the School.
Boarding Initiative:
• Occasional boarding.
• Develop Business Case for House Clustering.
• More Day/Boarding integration.
• Full Boarding.
• Explore extended day scheduling.
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The First Triennium
2019-2021
continued
ORGANISATIONAL
INFRASTRUCTURE
The King’s School has one This will be complemented by Knowledge Services Initiative:
improvements in finance and
of the largest operational administration, productivity
• ICT,
Libraries and Analytics
Restructure and Development.
support teams of any improvements in property and
• Development of ICT infrastructure
school in the world. It is maintenance, and an overhaul of
to accommodate cloud-based
the School’s approach to ICT as a
important that we review strategic driver within the broader
technologies and BYO.
our governance, our context of Knowledge Services. Property Initiative:
finance and administration, The School will also explore • Master Planning by Precinct to
better manage the School’s asset
our property services, and alternative approaches to the
burden as well as promote targeted
provision of quality transport for
our ICT services to ensure its community. philanthropic efforts.
that the School meets best The following strategic initiatives have
• Productivity
Improvements for
property and maintenance.
practice expectations. been identified as significant for the
School’s success over the coming
The importance here is to decade and worthy of prioritisation in
Finance and Administration Initiative:
• Financialmanagement – KPMG
ensure that the School is the 2019-2021 Triennium: modelling, mapping the asset
able to prioritise resources Governance Initiative:
burden, modelling the School’s
value creation and value flow.
towards its Teaching and • Governance audit and review.
• Productivityimprovements to
Learning activities. • Governance/Management property services.
reporting and dashboards.
• Compliance
and Continuous Transport Initiative:
Improvement. • Transport review (buses) and
productivity improvements.
22ADVANCEMENT
The School stands to The School also seeks to broaden The following strategic initiatives have been
strengthen enrolments its metropolitan, regional and global identified as significant for the School’s
enrolment bases. success over the coming decade and worthy
and philanthropic funding of prioritisation in the 2019-2021 Triennium:
The initiatives in the Advancement
from a variety of sources areas will see a broader interest in Admissions Initiative:
should it improve its sales, marketing and advancement • Regional and Preparatory Enrolments.
across the School.
sales, marketing, and • Use of school facilities outside of
advancement efforts. The School will seek to strengthen term time.
its regional and preparatory enrolment • Scholarships.
Engaging the School’s programs and initiatives with the
broad and varied appointment of a regional and preparatory Advancement Initiative:
registrar. This will see the School’s • Associations, OBU, Foundation.
community groups is Registrar developing a more global • Parent Association.
critical to this exercise, focus as well as exploring opportunities
• Community Database.
as people devote time, for the School’s use of facilities
outside of term time for mission The Future Fund Initiative:
money and energy to based opportunities.
• Bequests.
their passions, and people Advancement initiatives will target • Trust Funds.
are passionate about funding for scholarships, the Heritage • Annual Giving.
Precinct of the School and ensure that
The King’s School. the School’s database of Old Boys and
• Masterplan and Appeals.
other community members is up to The Future Project Initiative:
date and functional. Advancement will
• The Future Project.
also work with the Foundation and the
various Associations of the School to
develop an intentional, sequenced and
cohesive strategy to enhance community
engagement and philanthropy.
232019-2021 STRATEGIC PL AN
Conclusion
Fortiter et Fideliter
24“ On the eve of this global century, there has never
been a time more poignant for the contribution
of The King’s School as a Christian community
to make an outstanding impact for the good of a
”
global society.
T he King’s School has
courageously and
faithfully grown and
This strategic plan is but
another step in the centuries’
old history of The King’s School.
developed thought leaders It is a plan that seeks to bring
of Christian character and together and orient the hopes
integrity for almost 200 and aspirations of students, staff,
years. It was the School’s parents and Old Boys towards the
founder, Bishop Broughton, possibility of another 200 years.
who stated, “The education Yet, while plans are easy, making
in The King’s School is not them happen takes commitment,
for the exclusive benefit resources, and hard work. Further,
of those upon whom it is while this plan introduces some
bestowed but for that of the new ideas and possibilities, may we
entire community.” It is the always ensure that the distinctives
Old Boys as graduates of that lie at the heart of a King’s
The King’s School who have education continue to remain
carried this benefit for the certain and foundational to who we
are and what we do as a Christian
entire community for more
educational community.
than 50 years. On the eve
of this global century, there May God continue to bless
has never been a time more The King’s School as a Christian
poignant for the contribution community of courage
of The King’s School as a and faithfulness.
Christian community to make
Mr Tony George
an outstanding impact for the
HEADMASTER
good of a global society. THE KING’S SCHOOL
252019-2021 STRATEGIC PL AN 26
27
2019-2021 STRATEGIC PL AN
The education in The King’s School is not for
the exclusive benefit of those upon whom it is
bestowed, but for that of the entire community.
WILLIAM GRANT BROUGHTON, 1832
688/040419
www.kings.edu.au P: +612 9683 8555 E: tks @ kings.edu.au A: PO Box 1 Parramatta 2124, NSW Australia
Cricos No: 02326F The Council of The King’s School, ABN: 24 481 364 152 Incorporated by The King’s School Council Act 1893
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