STRATEGIC OBJECTIVE 1

Development and delivery of outstanding educational programs within a nurturing environment.
1. Systematically review and refine the balance of the College’s educational programs to maximize effectiveness
2. Ensure full compliance with Australian Curriculum standards and targeted outcomes through regular reviews of program content, identifying opportunities within the set guidelines to optimize
3. Establish target literacy, knowledge and skills outcomes for Limmudei Kodesh (Jewish Studies) at each year level
4. Continually develop, review and measure (against agreed targets) the efficacy of the Limmudei Kodesh Curriculum
5. Create a culture of best practice classroom delivery through
a) explicit definition of desired objectives and outcomes;
b) analysis of relevant data to measure student performance;
c) provision of access to professional development opportunities to facilitate continuous performance improvement; and
d) implementation of a rigorous staff performance review framework
6. Assess, and where relevant, embrace information and communications technology solutions that enhance the quality of curriculum delivery
7. Prioritize and continually review pedagogy that develops students as independent learners
8. Cater for the differentiated learning of students who have unique educational needs or who require specialized education support
9. Provide a range of high quality co-curricular opportunities to complement core educational programming

STRATEGIC OBJECTIVE 2

Provision of a highly dynamic informal and experiential Jewish education that underpins the values and defining character traits of a Yavneh student.
10. Continued investment in high quality informal education teams to provide on-campus “living role-models” who educate and epitomise the values of the College
11. Annual review and delivery of a comprehensive calendar of events and activities designed to experientially showcase authentic Judaism and Zionism
12. Design and implementation of a Student Leadership framework that assigns responsibilities and provides opportunities for students to be involved in the decision-making, planning, and implementation of multi-faceted college events and activities
13. Prioritisation of both formal and informal recognition and celebration of student achievements in Chesed, Community Service and Leadership
14. Targeted implementation throughout the college of life skills, well-being, relationship building, stress management and other personal development programs
15. Establishment of a Rights and Responsibilities Road-Map for students to encourage respect for self, for others and mutual cooperation within and outside the classroom
16. Design and effective implementation of a comprehensive system of Behaviour Management in both Primary and Secondary Schools that encourages respect, cooperation and Derech Eretz
17. Formalisation of a collaborative program with Bnei Akiva to facilitate leadership training (Hadracha), community service and informal Religious Zionist education 18. Implementation of programs in targeted year levels that encourage cross-age tutoring, peer support and interaction between year levels
19. Appointment of Social Action Captains and Committees to plan and implement volunteer programs involving students within both the College and wider community
20. Establishment of a comprehensive, community service program for Years 7-10 students
21. Development of a Middle School international student exchange and partnership program
22. Exploration of alliances with international institutions to enhance informal personnel and program delivery throughout the College

STRATEGIC OBJECTIVE 3

Recruitment, retention and professional development of high-performing teachers as critical partners in the education of our children.
23. Proactively communicate strategy, values and ethos of the College to ensure maximum staff and communal engagement and commitment
24. Provide professional training to all staff with a particular emphasis on professional development in new technologies, inquiry based learning and other innovative, emerging pedagogies
25. Create formal support structures and communication mechanisms to enhance staff wellbeing and transparency
26. Continue to refine process of staff appraisal and performance management, using quantitative and qualitative measures, acknowledging areas of staff achievement and identifying opportunities for developmental growth
27. Formalise succession plans within all departments and build appropriate leadership competencies amongst college staff to ensure those plans can be realised
28. Ensure that prospective recruits are inspiring, collaborative and skilled professionals who are knowledgeable and supportive of the College’s values and strategic objectives
29. Introduce annual staff survey to measure progress in meeting strategic imperative to provide a highly supportive work environment that prioritises teamwork, mutual respect and transparency
30. Actively promote staff morale and pride in achieving standards of professional excellence, including the celebration of faculty and individual achievements 31. Ensure that staff are provided with the resources and facilities to enable optimal curriculum delivery

STRATEGIC OBJECTIVE 4

Responsible financial management capable of underpinning the College’s infrastructure, resources, and educational goals.
32. Annually review the College cost structure, identifying sources of operating leverage to ensure maximum operating efficiency
33. Construct a short and long term College property infrastructure maintenance and capital improvement plan that is both fiscally responsible and capable of supporting curriculum needs
34. Develop a medium term plan for maintaining and strengthening the School’s information and communications technology infrastructure
35. Launch a targeted fund raising appeal to underpin the modernisation of the Early Learning Centre
36. Conduct a comprehensive review of Government Grant potential and required actions to maximise available funding proceeds
37. Formalise a proactive marketing plan to optimise fundraising potential within the broader community
38. Deepen the penetration of Foundation membership across College parent body
39. Continued collaboration with YPO and Foundation to reinforce Yavneh Family and philanthropic cultures
40. Develop and implement a college bequest program
41. Annually review College fee structure, balancing the imperative of financial prudence against the need for sensitivity towards the increasing financial burden of private schooling