Strategic Plan Waterloo Catholic District Schools 2015 2018
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Strategic Plan
Waterloo Catholic District Schools
2015 - 2018
Living In FaithIntroduction
2015 - 2018
E very ship that is going to chart a successful course and arrive safely in its desired harbour needs a
steady compass and a clear map to follow. The Multi-Year Strategic Plan for Waterloo Catholic is
our compass that lays out our strategic direction and the detailed course of action we will follow, while
identifying all the desired destinations where we hope to arrive. While we might expect to encounter a
few detours along the way, a fidelity to our stated beliefs, mission and vision will ensure we experience
a successful journey. The Waterloo Catholic District School Board Multi-Year Strategic Plan sets out to
prioritize our work in the areas of:
Nurturing Our Catholic Community
Student Engagement, Innovation and Achievement and
Building Capacity to Lead, Learn and Live Authentically.
The three areas are not silos, but rather are intimately interconnected. The goals and actions identified
within the plan speak to the specifics of how we aspire to bring the system forward, consistent with our
Catholic social teachings and with our gospel values as our foundation. Drawing on leading practices
in education, we are committed to building the required global competencies our students will require
to live and thrive in a quickly evolving world. The plan is predicated on a culture of high expectations
and a belief that reflects our core vision statement that at Waterloo Catholic we represent: Heart of the
Community, Success for Each and A Place for All. We aspire to transform our school communities
into learning spaces where faith and gospel values are witnessed, students are empowered, and leadership
is distributed. There is no strategic direction or goal that is the sole responsibility of any one person or
department. There is a collective responsibility embedded within each.
3Together we can harness Waterloo Catholic’s collective imagination and find the courage, creativity, and boldness required to create a new kind of educational system, one that meets the needs of students and the demands of life where ideas are born and shared within a global village. At the core of our plan is the articulation that our students, and indeed all members of our community, are Living in Faith. Each student is nurtured toward the fulfillment of the Catholic Graduate Expectations, to fulfill their God-given potential so that they might transform the world in which they live. We believe that in order for that transformation of our classroom spaces and our learning experiences to take place, we must support a culture of innovation. Through collaboration in both our classrooms and our professional learning, we will move our students to an empowered, faith-filled learning stance in which they are the primary authors of their own education and indeed their life’s path. The plan outlines our basic belief that students who experience a culture of hope and high expectations are more likely to achieve to their greatest potential. As Catholics we are a people of hope and we believe in connecting each child to a future with promise. We want our students to encounter learning experiences that are rich in real-world applications, that make them active participants and that take them into an inquiry stance. As educators we must lead with humility, holding ourselves accountable to safeguard that the learning experiences we create for each other professionally also share those same qualities. We must also ensure that our time is spent on those activities which most closely align to our stated goals and which hold us accountable to them. The journey ahead is an exciting one! Together we will discover new adventures and better ways of navigating the ever-changing waters of education. We will have to ensure the crew is rowing together and that the sense of direction is clear, as is the steady compass we have in Christ. We must ensure the ship is not over-burdened with baggage that weighs us down but rather buffeted by strong winds which support the sails and propel us forward. Looking forward with great anticipation – new discoveries await! Loretta Notten Director of Education
Our Vision, Our Mission, Our Beliefs...
5Our Vision Our Catholic Schools: heart of the community-success for each, a place for all. Our Mission As disciples of Christ, we educate and nurture hope in all learners to realize their full potential to transform God's world. Our Beliefs All students nurtured in a community grounded in our Gospel values, and experiencing authentic learning environments of collaboration, inquiry and engagement, will become global citizens who transform God's world. We maximize the God-given potential of each child when we welcome all students, believe in all students and instill hope in all students, basing our decisions on stated priorities. In fostering students who meet the Ontario Catholic School Graduate Expectations we also produce successful and independent global 21st century learners who give witness to their faith.
Nurturing Our Catholic Community
Faith is lived and witnessed in
community;
Students and staff are healthy
Student Engagement, in mind, body and spirit;
Achievement & Innovation Everyone is included,
respected and welcome.
Parents, parishes, community,
partners and student engagement
are nurtured and valued;
Students are achieving at
their highest potential in
a 21st century world; Living
Staff are engaged
in cultivating
collaborative
In
learning
communities. Faith
Building Capacity to Lead, Learn & Live Authentically
Professional learning for ALL staff is timely and responsive;
Leadership and succession planning is intentional and
nurtured;
Our decisions, actions and stewardship
of resources are evidence based and
responsive.Nurturing Our Catholic Community
Faith is lived and witnessed in community:
• To fulfill a three year pastoral plan that places a lived witness of faith at its core
• To strengthen and cultivate school, parish and home relationships
• To work in collaboration with our charitable and community partners to ensure our students in
need are receiving the assistance they need to succeed in school.
Students and staff are healthy in mind body and spirit:
• To strengthen system-wide commitment to WCDSB's vision for mental health & wellness
through initiatives which engage students, parents and staff in working towards mentally
healthy school communities
• To strengthen system commitment to physical health and its importance to mental and spiritual
health
• To strengthen system commitment to school, student and staff spiritual health.
Everyone is included, respected and welcomed:
• To support an environment of inclusion with improved implementation of the principles of
Learning for All
• To increase awareness and respect of differences within our school communities
• To attain improved access to Board facilities and services.
9Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Faith is To fulfill a three year Adopt a 3 year thematically Universal knowledge and Supt. of Faith
lived and pastoral plan that places a linked Pastoral plan, articulation of our three year Development
witnessed in lived witness of faith and People of Love… theme, (as measured by our All Superintendents
community gospel values at its core People of Hope…. MYSP survey), with aligned All Administrators
People of Faith… activities in all schools of the Chaplains
Create broad-based board in each of the three Pastoral Teams – Board
communications and years. and School Level
implementation plan so all Themes articulated in each • • •
stakeholders are aware and school’s SIPSA
involved
To strengthen and Implement process where we Increased enrollment Family of School Supt.
cultivate school, parish welcome newly baptized and and retention rates from School Administrators
and home relationships non-Catholic students into elementary to secondary in
relationship with our Catholic WCDSB schools (measure via
school communities new transition survey)
Community celebrations
Sacramental preparation Increased involvement in
sacraments
• • •
Work in partnership with Evidence of collaborative
the Diocese to strengthen projects
collaborative initiatives
To work in collaboration Extend invite to parents to Executive Council
with our charitable and attend all school/church
community partners to functions
ensure our students in Ensure equity by identifying Reports reflect equitable
need are receiving the and utilizing data regarding distribution of resources
assistance they need to communities, schools and mapped to need
succeed in school. students
Promote the work of Community foundations,
the Foundation and our public report(s), as shared by
charitable partners charitable partners
• • •Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Students To strengthen system- Develop and promote a Full implementation of Mental Health Lead
and staff are wide commitment to resiliency, strength-based resiliency framework in Board Researcher
healthy in WCDSB’s vision for approach with all students all schools, measured by All Schools
mind, body mental health & wellness and staff Resiliency Survey
and spirit through initiatives which
engage students, parents Build staff capacity by Measured by Ministry Supt. of Special
and staff in working increasing mental health and mandated Board scan Education
towards mentally healthy wellness awareness through All schools will have an Mental Health Lead
school communities the implementation of a active school team and well Mental Health and
three year Mental Health & developed plan Wellness
Wellness Strategy Visioning Committee
Use of D2L site
Posted to D2L site
Develop prevention All social workers will have Mental Health Lead • •
programming, review suicide completed necessary training; Chief Social Worker
protocol, and enhance post- community based model of Guidance Heads
intervention plan for WCDSB suicide prevention; special Sec School Chaplains
in collaboration with our risk assessment training. Social Workers
community partners Measured by board resiliency
scan
Expand and strengthen our Improve transitions between Supt. of Spec Education
partnerships internally and WCDSB and community Mental Health Lead
with community, creating a based services and support, Social Worker(s)
coordinated and integrated as measured by Board scan Guidance Counsellors
pathway of care Sec School Chaplains
To strengthen system Implementation of Foundations of a Healthy Supt of Learning
commitment to Physical Foundations of a Healthy School strategic actions -Healthy Active Living
Health and its importance School, looking at found in School Plans, Healthy Active Living
to mental and spiritual intersection of student, reviewed by Family of Consultant
health classroom and school. Schools Supt. Chief Managing Officer
Re-invigorate implementation Energy Conservation
of DPA in all schools Officer • •
Focus on certification of all Reflected in increased ECO
schools as ECO schools in certifications
alignment with the Papal
Encyclical Laudato Si,
which speaks to our role as
Environmental Stewards
Students To strengthen system Provide faith formation Partnership of school and Director of Education
and staff are commitment to school, supports which engage parish Supt. of Faith Formation
healthy in student and staff spiritual students, parents and staff in Religious Ed. Consultant
mind, body health working towards spiritually Prayer tables in all classrooms Supt. of Leadership
and spirit healthy school communities. Interdisciplinary faith Strategy
Sacred Spaces posted to connections Pastoral Teams
Desire2Learn (D2L) All schools regularly practice School Administrators
Continued implementation Christian Meditation as
and promotion of Christian one of the forms of prayer •
Meditation expressed
Develop and promote the Number of candidates
Faith Leadership Program who receive certificates
to all staff and Catholic of completion and exit
Partnership Program (with survey completed by these
Diocese) to leaders and candidates for the purposes
aspiring leaders of planning and growth
11Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Everyone is To support an Intervene in timely and Improved academic Supt of Spec Education
included, environment of effective ways to assist in achievement by students with Principal of Special Ed’n
respected inclusion with improved accurate identification, IEPs Classroom Teachers
and implementation of the programming and support Improved levels of tracked Special Ed Teachers
welcomed principles of Learning for students with special usage of assistive technology Supt. of Special
for All education needs Education
Evidence of greater diversity
Improved use of wrap-around in technology available to Supt. of Schools
support and enhanced students with IEP Administrators
partnerships for students with Classroom Teachers
identified needs in all our
learning communities • •
Improved implementation Classrooms rich in Universal
of authentic learning Design for Learning
experiences, connected to (UDL) and Differentiated
personalized, precise learning Instructions (DI)
environments
Promote differentiated Increased use of classroom
teaching practices enabled by based technology
technology
To increase awareness Support capacity building that Inclusive celebrations of Supts. of Learning
and respect of differences cultivates awareness with staff community; Program Department
within our school and students about differences Increased PALS Programs School Administrators
communities in our communities. and Circle of Friends;
Foster use of culturally Increased FNMI Self ID and
responsive pedagogy e.g., improved EQAO results;
Provide PD on First Nations,
Metis and Inuit curriculum Increased Good News Stories
integration related to inclusion;
Provide capacity building
related to Foundations of a
Healthy School • • •
Support pastoral care teams Celebration of respecting
in all our communities in differences clubs and
relation to LGBQT youth activities;
Increased awareness of and
support for LGBQT students
Provide high quality Research & Development
programs and services for Office
K-12 international students
studying in Ontario
To attain improved access Within our multi year School buildings (new and Supt of Corporate
to Board facilities and renewal plan all new builds renovated) that are AODA Senior Manager of
services and capital renewal projects compliant Facilities
will be AODA compliant. All employment recruitment
Website – improved will be AODA compliant •
navigation, ease of access and Website will have daily
profiling of good news stories. relevant updates and usage
of website will be tracked for
traffic and use.Student Engagement, Achievement & Innovation
Parents, parishes, community partners and student engagement are nurtured and valued:
• To authentically engage parents, parishes and community in pastoral and school learning plans
• To engage students in authentic learning experiences that reflect real-life application and
engagement
• To strengthen our partnerships among colleges, universities, employers and community
partners.
Students are achieving at their highest potential in a 21st Century world:
• To ensure that all PD in relation to digital technology is mapped to one of the 4 pillars of the
BIPSA and a specific area of student learning need
• To focus on the 21st century competencies of critical thinking & problem solving, creativity and
collaboration
• To focus on personalized authentic and (culturally) relevant inquiry
• To support our students in meeting the Ontario Catholic Graduate Expectations
• To optimize and support our Continuing Education and Adult Education Programs that reflect
the interests and needs of the community.
Staff are engaged in cultivating collaborative learning communities:
• To improve student learning and achievement in mathematics
• To improve student learning and achievement in Applied Level classrooms
• To improve student learning and achievement for those students who have an IEP
• To use collaborative team structures, mapped to the School Effectiveness Framework for all
professional learning.
13Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Parents, To authentically engage Use system and school Tracking of system and Chief Managing Officer
parishes, parents, parishes and communication tools (e.g., school websites for increased Chief Info Officer
community community in pastoral newsletters, websites, bulletin traffic School Administrators
partners and school learning plans boards, social media, etc.) Positive engagement and Supt of Parental
and student more effectively; feedback from parents and Engagement/CPIC
engagement Revision of corporate website community stakeholders via Family of School Supts.
are nurtured MYSP survey
and valued Provide training on social
media as required
• • •
Sponsor parent workshops
on authentic engagement
in SIPSA; family focused
learning nights (e.g., topics
such as family literacy, family
numeracy, physical fitness,
mental health)
To engage students Implement more inquiry Students are partners in Supt of Program
in authentic learning based learning planning learning tasks, with S.O. of Student Success
experiences that reflect Build awareness of, students' stated priorities Family of Schools Supts.
real-life application and and investment in, embedded in School School Administrators
engagement within a Interdisciplinary learning Learning Plan Classroom teachers
global context (e.g., STEAM – Sci., Tech Specialist High Skills Major Supt of Program
Engineering, Arts, Math) (SHSM) reporting templates Supt of Student Success
Cultivate rich, real world, Tasks related to real-life Family of Schools Supts.
dynamic learning tasks challenges and collaborations, School Administrators
mapped to learning goals leading to improvement in Classroom teachers
• •
Focus on the integrated transferable skills
and interconnected nature Open Ended Tasks allowing
of the 21st century, global for intellectual engagement of
competencies all students, leading to
increased Accountable Talk
in classrooms
To strengthen and evolve Consolidate current SHSM Increased growth with Red Supt of Student Success
our partnerships among offerings and increase Red Seal completion rates and Pathways Team
K-12 schools, colleges, Seal completion rates SWAC and UCEP, CCEP SS School Administrators
universities, employers Improved Dual Credit and participation rates SHSM school-based leads
and community partners, Reach Ahead opportunities Visibility at community/ RDO office
locally and abroad partnership events
Improved synergies with
Catholic post-secondary & Increased partnerships /
international partners exchanges with international • •
partnersStrategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Students are To ensure that all PD Investment in: Explicit articulation in Supt. of Program
achieving at in relation to digital Mobile technology to support SIPSA regarding the use of Supt. of Student Success
their highest technology is mapped to student achievement goals digital technology mapped Family of Schools Supts.
potential one of the 4 pillars of the Improved pedagogical to strategic pedagogical School Administrators
in a 21st BIPSA and a specific area documentation, supported problems of practice; Classroom Teachers
Century of student learning need by usage of technology to Improved student
world improve … in relation to achievement mapped to • •
student achievement mapped problems of practice in 21st
to urgent critical needs/ Century initiatives
problem of practice Use of projection technology
Improved usage of projection in all classrooms across the
technology board
Cloud based software
To focus on the 21st Promote and implement Project planning templates Academic
Century competencies on-line collaborative which include student Superintendents
of critical thinking environments for staff and learning artefacts and teacher School Administrators
& problem solving, students reflections based on targeted School Staff
creativity and Promote and introduce teaching strategies to address
collaboration project based learning and goals in areas of most urgent
self-directed learning student learning need (e.g.,
numeracy, students with
Increase strategic Individual Education Plans,
partnerships with community students to watch, etc.)
innovation leaders
School based staff are able
Continue focus on Growth to articulate features of a
Mindset; Growth Mindset in the
classroom, with evidence • •
Build student resiliency and
foster high expectations found in student behaviors,
work and talk.
Increased student
achievement results;
Results mapped to student
surveys (e.g., EQAO) for
correlation to growth
mindset data
Resiliency in terms of student
language; focus on teacher
feedback…
Students are To focus on personalized Engage school communities Deliberately increasing Superintendents
achieving at authentic and (culturally) in transforming libraries into investment in Learning monitoring visits
their highest relevant inquiry Learning Commons through Commons transformation Library Lead(s) – local
potential PD and deliberate funding (through Technology and system
in a 21st decisions Learning Fund and Student
Century Transform classrooms to a Success, Furniture and
world more student focused, self- Equipment budget)
• •
directed mode of delivery; Classrooms and libraries
e.g., Greater application of are more interactive
the principles of the Flipped environments where the
Classroom and “The Third principles of “The Third
Teacher” Teacher” are applied.
Increased D2L usage rates
15Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Students are To support our students Map 21st Century Teachers are able to Superintendents
achieving at in meeting the Ontario competencies to the Catholic confidently assess learning School Administrators
their highest Catholic Graduate Graduate Expectations skills and can articulate Classroom Teachers
potential Expectations and learning skills; build “look-fors” in relation to 21st
in a 21st awareness and competence Century competencies, in
Century in assessing those skills/ particular: critical thinking
world expectations & problem solving, creativity
Continue celebrating Beacons and collaboration Director of Education
of Hope Celebrations take place on an
annual basis • • •
Implementation of “All About
Me” and IPP as mapped to All students have an “All
Creating Pathways to Success About Me” portfolio
in all schools, so that students or IPP as monitored by
are personalizing and classroom teachers, guidance
authoring their own pathway counsellors and school
to success administrator
To optimize and Continue to support Supt. of Con Ed and
support our Continuing programs which align to Adult Ed
Education and Adult relevant educational goals and Principal of Con Ed and
Education Programs that future employment Adult Ed
reflect the interests and Ensure regular monitoring Strong uptake of Adult
needs of the community of St Louis course catalogue Ed and Con Ed offerings;
to ensure relevant program Positive feedback from
offerings mapped to enhanced • •
students
employment or continuing
education opportunities
Staff are To improve student Invest in data platform, which Growth on the key markers Supt. of Research
engaged in learning and achievement will inform decision making of EQAO numeracy in Chief Information Officer
cultivating in mathematics Build a repertoire of grades 3, 6 and 9 and in Research Consultant
collaborative responsive instruction Mathematics pass/fail rates inAcademic Supts.
learning through comprehensive Secondary schools Numeracy Consultants
communities numeracy School Principals/V.Ps
Focus on curriculum content More accountable talk related Classroom Teachers
and big ideas, intentionally to numeracy;
planning for responsive More personalization of
instruction which promotes, learning in math classrooms
exposes and evokes student •
learning
Integrate numeracy skills Evidence of interdisciplinary
throughout the curriculum implementation of numeracy
across curriculum
Support teachers taking Increase in qualifications in
additional qualification mathematics as monitored
courses in mathematics by Curriculum and Human
Resources Dept. metricsStrategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Staff are To improve student Transform classrooms to a Improved credit Executive Council
engaged in learning and achievement more student focused, self- accumulation rates across all School Principals
cultivating in Applied Level directed mode of delivery Applied Level courses; Vice-principals
collaborative classrooms Explore Learning Tasks for Improved EQAO results in
learning relevance and engagement; grades 9 and 10
communities
Increase focus on effective, • •
timely feedback to students
To improve student Intervene in timely and School Learning Plan reports Director of Education
learning and achievement effective way to assist in will focus on students’ / Academic
for those students who accurate identification, school’s most urgent critical Superintendents
have an IEP programming and support learning needs Principals/V.Ps
for students with special Monitoring of School Classroom Teachers
education needs Learning Plans will be
Increased collaboration conducted with School
between SET and classroom Improvement Team
teachers
Increase focus on effective, • •
timely feedback to students
To use collaborative team Experience Principal Staffs articulating greater Family of Schools
structures, mapped to Learning Teams, District ownership and leveraging Superintendents
the School Effectiveness Reviews and School Learning improved results in Principals/V.P.s
Framework for all Plan visits in an environment achievement of SLIP goals School Improvement
professional learning of collaborative inquiry and Staff Surveys- improved Teams
learning growth on key markers /
questions connected to
professional learning
• •
17Building Capacity to Lead, Learn & Live Authentically
Professional learning for ALL staff is timely and responsive:
• To foster professional learning that is job-embedded and evidence informed.
Leadership & succession planning is intentional and nurtured:
• To increase the number of individuals who partake in our Leadership Series who then go on to
apply to leadership opportunities
• To improve and to build collaborative ownership of system goals and priorities so they are
owned by all
• To support Principals and educators in maintaining high levels of professional judgment and
assessment.
Our decisions, actions and stewardship of resources are evidence-based and responsive:
• To commit to evidence based, responsive, timely and professionally executed planning and gap
analysis in all budgetary decisions
• To ensure all decisions connected to stewardship of environmental and capital resources are
ecologically and socially responsible, in alignment with our Catholic social teachings and
gospel values
• To continue implementation of emerging technologies that enable forward thinking, global
education
• To ensure all program offerings are tied to student need and stakeholder interests, and that they
will equip students to become globally-engaged responsible citizens
• To improve employee health and relations across the system
• To increase staff efficiency and reduce workloads though process improvements
• To attain more equitable sharing of material and human resources across the board in ways that
reflect a shared responsibility of all students and families across the board.Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Professional To foster professional Re-invest in and re-introduce Identified in School Supt visits
learning for learning that is job- a data platform, building Improvement Plan School Administrators
ALL staff is embedded and evidence capacity in its effective use at In-service for users and and Supt.
timely and informed all levels monitor usage of data
responsive Increase levels of co-teaching platform
Map back to needs identified Artefacts from Co-Teaching
in SIP and District Review Classroom Teachers’
Ensure all staff are properly experiences
trained and have access Identified in department • • •
to necessary professional plans and budgets
development, professional
knowledge and resources
where gaps are identified
Leadership To increase the number Increased use of personal Increased number of Leadership Strategy Team
& of individuals who mentorship and nurturing of applicants and leadership
succession partake in our Leadership leadership candidates hiring pools that meet needs
planning is Series who then go on Increased role for Human of the system
intentional to apply to leadership Resources in supervision BLDS (leadership strategy)
and opportunities of New Teacher Induction Data Map
nurtured Program, TPA, PPA and WCDSB Human Resource
Leadership Development dept. databases which track
Program leadership candidates'
Provision of an online progress and qualifications • •
collaborative leadership
resource environment
To improve and to build More effective use of Board Use of MYSP goals in Chief Info Officer
collaborative ownership communication tools, such all meeting and report Chief Managing Officer
of system goals and as website and social media; templates;
priorities so they are Invest in corporate website Communication plan
owned by all redevelopment developed for MYSP;
Improved usage of corporate
website as THE source of
current news and good news • •
stories
Tracking website hits.
19Strategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Leadership To support Principals Continued implementation Principals Annual Growth Family of Schools Supts.
& and educators in and capacity building in the Plan Principals
succession maintaining high levels practice of Instructional and Vice-principals
planning is of professional judgement School-based Rounds
intentional and assessment Implement School Review and use of
and Improvement Plan visits Superintendent reports based
nurtured which are team based on SIPSA school visits • • •
Our To commit to evidence Provide PD related to use of Use of data and monitoring Supt. of Research
decisions, based, responsive, timely data for administrators and processes are included in Research Consultant
actions and and professionally teachers Board and school planning Chief Information Officer
stewardship executed planning Maintenance work will Priority schools identified for
of resources and gap analysis in all be timely and responsive, intensive program supports
are budgetary decisions. carried out by engaged based on 3 year trend data
evidence- knowledgeable staff. • •
based and
responsive Shared services opportunities
will be explored.
To ensure all decisions Implement formal Plans in place for all schools; Senior Manager of
connected to stewardship energy conservation and published and available on Facilities
of environmental and sustainability programs in all school websites Energy Conservation
capital resources are of our WCDSB schools Improvement based on Officer
ecologically and socially Partnership agreement with Sustainable Waterloo tools
responsible, in alignment Sustainable Waterloo that measure improvement in
with our Catholic Social energy consumption • •
Teachings and gospel
values.
To continue Risk related to technology IT Steering Committee I.T. Steering Committee
implementation of continuity will be mitigated re-established with
emerging technologies All sites will offer pervasive monitoring and report back
that enable forward wireless access to support responsibilities; including
thinking, global the use of 21st Century monitoring for WCDSB Executive Council
education technologies and BYOD modelling of leading and best
strategy practices
All investments in technology Monitoring of technology
deployment across • •
will be well-researched,
mapped to learning and all schools to ensure
system goals and evidence equitable distribution and
based. sustainability, including
support capacityStrategic Goals (to achieve Actions Monitoring Timeline
Evidence
Direction Priority) (to achieve Goals) Responsibility of… 15/16 16/17 17/18
Our To ensure all program Student Voice and Choice will Gap analysis survey for All Superintendents
decisions, offerings are tied be used French Immersion, Con Ed School Administrators
actions and to student need & Address capital and Alt Ed
stewardship stakeholder interests, accommodation requirements Appropriate accommodation
of resources and that they will equip • • •
for French Immersion, for French Immersion, Con
are students to become Continuing and Alternative Ed and Alt Ed Programming;
evidence- globally-engaged Ed in the Board’s Capital Plan
based and responsible citizens SEF District Reviews
responsive
To improve employee Effective and respectful Sick leave usage is decreased Supt. of Human
health and relations management of Employee MYSP survey Resources
across the system and Attendance Support Program • • •
ensure effective and
responsible management
of human resources. Appropriate proactive and Health & Safety Incidents
responsive treatment of WSIB Claims
Health and Safety concerns • • •
and workplace injuries Number of new proactive
initiatives
Enhance performance Timely, improved feedback
appraisal tools and strategies on appraisal processes
for all identified/selected •
employee groups
Support Health and Wellness New initiatives
Initiatives Review and update of
supportive policies (e.g. •
harassment policy) and
practices
To increase system Utilize electronic forms, CFO/Supt of Facilities
efficiencies and reduce automated workflows Chief Info Officer
workloads though process and automated transfer of Supt. Human Resources
improvements information between data Senior Manager of
sources Facilities
Build and optimize reporting Number of improvements
environment to mine and achieved • •
provide critical information
to staff in a timely fashion
Leverage technology to assist
in collaboration and PD
where appropriate
To attain more equitable Provide sharing opportunities Principal meeting agendas Executive Council
sharing of material at all Principal meetings and minutes will reflect
and human resources and work collaboratively to collaboration and synergy
across the board in ways identify areas of synergy
that reflect a shared Collaboration of projects Project proposals and reports • •
responsibility of all across schools monitored for sharing of
students and families leading practices, as well as
across the board. collaboration
21Our Thanks….
T he work of developing this Strategic Plan commenced in December 2014, under the direction
of Interim Director of Education Michael Schmitt and the Board of Trustees, at which time an
Appreciative Inquiry approach was adopted to seek input from all stakeholders. A Steering Committee
reviewed the process and questions used in the stakeholder survey. A Communication Guide and survey
questions invited stakeholder feedback from mid-March until the end of April 2015. The Board of
Trustees then identified three Strategic Priorities and three Strategic Directions for each priority.
In the fall of 2015 the Senior Team worked with the above framework to develop the comprehensive plan
which you have before you now. Further consultation took place with all stakeholders in the early fall to
inform that work and all administrators were given the opportunity for final feedback before the plan was
finalized by our Board of Trustees.
Our sincerest thanks to everyone who has had a contributing voice in the development of our new
Waterloo Catholic District School Board Multi-Year Strategic Plan: Living in Faith. We believe it will
provide us the direction and the framework to guide our Board forward as one of the true leaders and
innovators in Catholic Education in the world.
Loretta Notten Manuel Silva
Director of Education Chair of the BoardTrustees: Senior Administration Team:
Joyce Anderson Gerry Clifford
Bill Conway Jason Connolly
Manuel da Silva Chris Demers
Amy Fee David DeSantis
Frank Johnson Derek Haime
Wendy Price John Klein
Greg Reitzel Laura Isaac
Brian Schmalz Shesh Maharaj
Melanie Van Alphen Loretta Notten
Terri Pickett
Karen Hakim John Shewchuk
Sebastian Monsalve Laura Shoemaker
23www.wcdsb.ca
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