School Charter Strategic and Annual Plan for Rosmini College 2018 -2021
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School Charter
Strategic and Annual Plan for
Rosmini College
2018 -2021
Principals’ endorsement:
Board of Trustees’ endorsement:
Submission date to Ministry of Education:Rosmini College 2018 - 2021
Introductory Section - Strategic Intentions
Mission Statement Rosmini College supports and develops well rounded young men while keeping true to the maxims of Antonio Rosmini
Vision Young men who strive for personal excellence in all aspects of their life and embrace the motto of Antonio Rosmini; “Charity
fulfils the Law”.
Values Dignity Integrity Fairness Charity
Māori Dimensions and Rosmini College is committed to the principles of the Treaty of Waitangi and actively supports and encourage the achievement
Cultural Diversity of its Maori pupils and fostering Maori culture wherever possible.
The multi-cultural aspect of New Zealand society means that there is an increasing variety of different cultural attitudes to
learning and education in New Zealand schools. Rosmini College will ensure that all students from whatever backgrounds are
given the support they need to fulfil their potential.
Rosmini College will celebrate the cultural diversity of the student population and use this as a way to educate the school
community about the global society that we live and work in. Cultural days, celebration of languages and talks from cultural
leaders are part of this and allow our diverse community to connect in ways that enhance tolerance, respect and open
mindedness.
Special Character Rosmini College is a learning community that requires each student to pursue his fullest potential in spiritual, academic, social,
cultural and co-curricular pursuits. The school will equip each student with the desire to keep the Law of Christ. We also follow
the maxims of the school’s founder, Antonio Rosmini whose educational philosophy was based on the ideals of giving young
people a strong foundation of basic skills and values before instilling in them more complex and lofty aspirations.
Rosmini’s Mission Statement is “Rosmini College supports and develops well rounded young men while keeping true to the
maxims of Antonio Rosmini”. To accomplish this, Religious Education includes Retreats, Reconciliation and both class and full
School Masses, while strong Catholic values and morals underlie the syllabus. The precept, “to love God above all things and
one’s neighbour as oneself”, neatly summarises these Catholic values. The emphasis is on practical Christianity – helping the
disadvantaged in the immediate community as well as overseas. To this end, our pupils are involved in charitable acts that are
Christianity in Action to live out the school motto Charity fulfils the Law.
2Baseline Data or School Context
Students’
Learning Level 1 Level 2 Level 3
2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017
Pass rate % 96.9 96.6 96 96.8 97 95.5 94.9 97 93.1 96.6 94 92.5 94.7 95.8 91.6 98.3 96 95.6
M endorsed % 40 44.3 44.8 49 38 46.7 36.6 33.6 41.8 40.4 36 29.6 25.7 41.4 39.1 38.5 33 41.9
E endorsed % 24.8 22.9 28 26.8 26 29.3 24.4 19.5 20.1 24.8 25 30.4 18.3 16.4 13.6 17.1 18 13.2
Overall 64.8 67.2 72.8 75.8 64 76 61 53.1 62.6 65.2 61 60 44 57.8 52.7 55.6 51 55.1
endorsed %
UE % 82.5 89.2 75.6 87.4 80 80
Maori pass 78.6 100 100 92.9 94.7 100 92.3 100 76.9 76.9 87.5 100 100 81.8 90.9
rate %
Endorsed % 90.9 41.7 75 30.8 61.1 37.5 50 27.3 80 40 42.9 37.5 54.5 30 40
(11) (12) (12) (13) (18) (8) (12) (11) (10) (10) (7) (8) (11) (10) (10)
UE % 62.5 87.5 90.9 72.7 40
Pasifika pass 100 100 90.9 100 90 90.9 92.3 77.8 81.8 81.8 100 54.5 84.6 75 80
rate %
Endorsed % 33.3 37.5 60 50 77.8 20 33.3 28.6 22.2 44.4 66.7 16.7 27.3 16.7 37.5
(12) (8) (10) (10) (9) (10) (12) (7) (9) (9) (3) (12) (11) (6) (8)
UE % 66.7 36.4 46.2 25 66.7
Student
Engagement
Attendance data by Year Level Co-curricular participation data Catholic Character data
Year 7: 85.01% % students that are school reps: 71% 3112 hours of time was ‘donated’ by 64 students
% staff coaching: 17% across Yr 7-13. Charity work ranged from
Year 8: 81.43%
% teaching staff coaching: 23% gardening and collecting firewood to volunteering
Year 9: 87.67% % support staff coaching: 0% in the after school homework centre at the de
3Year 10: 85.41% % staff involved in sport: 37% Paul House.
Year 11: 84.00% % teachers involved in sport: 45%
% support staff involved in sport: 4%
Year 12: 83.69%
Year 13: 79.75%
School Rosmini College is a Year 7-13 school and efforts are always made to ensure that learning flows seamlessly throughout the College. In 2017 we
Organisation had a restructure in Senior Leadership in order to better meet the needs of our community. The revised structure includes Headmaster, Deputy
and Headmaster Curriculum, Deputy Headmaster Pastoral, Assistant Headmaster - Assessment, Assistant Headmaster - Professional Learning,
Structures Assistant Headmaster - Technology, Assistant Headmaster -Co-curricular, Head of Intermediate.
Review of The SLT and Board review the Charter annually. In 2017, after the triannual BOT elections, the new BOT reviewed and approved the strategic
Charter and goals.
Consultation
4Strategic Section
Strategic Goals/ Priorities Core Strategies for Achieving Goals 2018 - 2021
Student Inquire into curriculum design and #1 Curriculum Review
Learning delivery to support students to
● Design for Learning
reach personal academic
○ Curriculum Review Yr 7-10
excellence
● Collaboration and sharing of professional culture.
● Research- reviewing academic research into curriculum design and delivery and visiting schools
#2 Achievement
● Assessment Calendar (HoDs)
● Co-curricular Calendar
● Technology in the Classroom
○ Teacher upskilling and implementation of NCEA assessments online
● Improving attendance records
● Track and make interventions for at risk students in Term 1.
Pastoral Inquire into pastoral care #1 Pastoral Care Review
Care/Well- systems and structures to support
being students well-being at Rosmini ● Review of pastoral care system
College #2 Student Leadership/ Agency
● Research implementation of House System
● Form a student council and a sports council
● Investigate activity days for Yr 7-10
Environment Inquire into the environmental #1 Health and safety practices
needs of the school to support
● Re-engage the H&S committee
effective teaching and learning
whilst maintaining the health and ● Consult relevant websites and consultants for H&S ( Eductation.govt.nz and Harrison-Tew)
safety of all students ● Review RAMS form – provide PD to staff and external coaches
#2 Future classroom development
● Consult with concerned staff and other stakeholders regarding plan
5Student Learning Improvement Plan
Strategic Goal
Inquire into curriculum design and delivery to support students to reach personal academic excellence
Annual Goals Annual Target
#1 Curriculum review, Yr 7-10 #1
○ Focusing on curriculum design, delivery and ● Critically evaluate curriculum design, delivery and assessment from
assessment in Yr 7-10 Year 7-10
#2 Achievement ● Consult with staff, students and community
○ Maori #2
○ Pasifika ● Maori – raise endorsement and UE rates to be comparable with all
○ Endorsements students at Rosmini.
○ Engagement ● Pasifika – raise endorsement and UE rates to be comparable with all
students at Rosmini.
● Endorsements and UE
○ Level 1 – 80% M&E
○ Level 2 – 70% M&E
○ Level 3 – 60% M&E
○ UE – 85%
Baseline data
#1: Curriculum review, Yr 7-10
Concern is assessment in Yr 7-10 which is restricting curriculum design and delivery, and creating a heavy and stressful workload for staff and students alike.
Assessment in 2017 for Yr 7-10 is summarised below:
Year 7 Year 8 Year 9 Year 10
(30 periods, 11 subjects, 10 teachers) (30 periods, 11 subjects, 10 teachers) (30 periods, 9 subjects, 9 teachers) (30 periods, 9 subjects, 9 teachers)
National Standards - Reading (English) - Reading (English)
(Twice year to form - Writing (English, Social - Writing (English, Social
Overall Teacher Studies, Science) Studies, Science)
Judgements (OTJs) - Numeracy (Maths) - Numeracy (Maths)
PATS 10 10 8 8
e-asTTle 6 6 2 (reading) 1 (reading)
asTTLE 1 (writing)
Assessments for 53 assessments: 122 points 59 assessments: 126 points 46 assessments: 120 points 46 assessment: 120 points
6Rosmini Points
Other - ICAS (top class/ - ICAS (top class/ - Schonell spelling - Schonell spelling
optional) optional) (20min) (20min)
- Subject homework, - Subject homework, - ICAS (top class/ - ICAS (top class/
quizzes, pre-testing quizzes, pre-testing optional) optional)
- Weekly cards - Weekly cards - Subject homework, - Subject homework,
quizzes, pre-testing quizzes, pre-testing
- Weekly cards - Weekly cards
#2 Achievement
Refer to page 3 for NCEA achievement data
Key Improvement Strategies
Relating to Curriculum Review Relating to Achievement
● Design for Learning ● Assessment Calendar (HoDs)
○ Curriculum Review ● Co-curricular Calendar
○ Yr 7-9 ● Technology in the Classroom
○ Yr 9-10 ○ NCEA Assessment
● Collaboration and sharing of professional culture. ○ Teacher upskilling
● Research- reviewing academic research into curriculum design and delivery and ● Improving attendance records
visiting schools ● Track and make interventions for at risk students in Term 1.
Goal When What (examples) Who Indicators of Progress
1 Early Term 1 Research around curriculum review SJK Summary of research findings
Draft staff, student and community consultation documents Production of consultation documents
End Term 1 Consultation SJK Collection of feedback and consultation documentation
from stakeholders
Term 2 Compile consultation feedback SJK Summary of consultation feedback
Develop ‘options’ to curriculum design/ timetable to present to Presentation of curriculum design/ timetable to
staff, students and community stakeholders
Term 3-4 Decision of curriculum delivery and timetable. SJK Planning of school curriculum and timetable for 2019
Planning and PLD for implementation in 2019.
72 Early Term 1 Assessment calendar- students to receive personalised NCEA HoDs Personalised NCEA handbooks given out and emailed
handbook with assessment details at back (inclusion of DCP/ TJR home to parents/ caregivers
approximate assessment dates)
Early Term 1 Co-curricular calendar Staff, JJD, PLF, Co-curricular calendar produced on KAMAR, published to
SEM school website
Early Term 1 Attendance monitoring- support staff position created to DXP, JJD, Attendance data to be tracked and monitored regularly
monitor student attendance, contact home. JJD and deans Deans,
attendance follow up. teachers
Term 1- Term 3 Tracking and mentoring of at risk students for achievement in SJK At risk students identified. Meetings and planning around
Levels 1-3 time management, connection to a significant teacher on
staff made with regular monitoring and mentoring to
occur throughout the year
Term 1-4 Technology in the classroom RSP, NNK, Ongoing PLD, and PLD support to staff
ECE, GSW
Monitoring
#2: Ongoing, particularly to ensure other students don’t ‘become’ at risk as year progresses
Resourcing
#1: Time and resourcing required around research, visiting other schools, creation of consultation documentation and consultation process. Application for centrally
funded PLD to be submitted by 16th February 2017 to assist.
#2: PLD for staff mentors, time for student meetings and meetings with family/ caregivers.
8Pastoral Care/ Wellbeing Improvement Plan
Strategic Goal
Inquire into Pastoral Care systems and structures to support well-being at Rosmini College
Annual Goal Annual Target
#1 #1
Review and refine Pastoral Care system to ensure consistency ● Review ‘Pastoral Care’ in order to implement improvements in
following year
#2 #2
Build/develop Student Leadership/agency ● Establish Student Council
● One House event in Terms 1,2 & 3
Baseline data
There is no baseline data. Our Pastoral Care review aims to collect data from our community.
Key Improvement Strategies
#1 Pastoral Care Review
● Review of pastoral care system
#2 Student Leadership/ Agency
● Research implementation of House System
● Form a student council and a sports council
● Investigate activity days for Yr 7-10
Goal When What (examples) Who Indicators of Progress
1 Start of year - Implement Attendance system & Procedure JJD Induction, staff manual
term 1 - Clarify current role of Form Teacher
- Clarify current role of Deans
- Clarify and communicate expected standards of
behavior and role of teacher, HOD, Dean,
Parents and SLT
Term 1-3 Review of Pastoral Care System at Rosmini College SLT Regular reporting at SLT meetings
1. Research how to conduct a review (SWOT?) JJD 1. Contact with outside agencies
2. Consult staff, students, community 2. Surveys designed and sent to stakeholders
3. Research opportunities for improvement 3. PLD
9Term 4 Collate information. Make decision on what to SLT
implement and timeline for years to come
2 Term 1 Student Council formed JJD, OMH & Regular meetings held and minuted
Student rep
Terms 1-3 House activities JJD Investigate current system, identify responsibilities and
● Run by students assign staff & students
● Supported by staff (Athletics, Haka, Service)
Monitoring
#1
- A review process must be chosen by end of Term 1
- Consultation Term 2
#2
- Report back at SLT meetings every month
Resourcing
#1 & #2: PLD costs and relief
10Environment Improvement Plan
Strategic Goal
Inquire into the environmental needs of the school to support effective teaching and learning whilst maintaining the health and safety of all
students
Annual Goals Annual Target
#1: Improve Health and Safety Practices #1: Refine Fire Evacuation Plan
Update Hazard Register
#2: To assist in the planning of the design of the future classroom block to cater for #2: Design submitted following consultation to enable construction
future learning needs to begin
#3 To develop the maintenance of building and grounds #3 Appoint Property manager
Baseline data
Currently in the process of re-aligning roles within SLT (goal #1), and in the development and negotiation stages of a new classroom block development.
Key Improvement Strategies
#1
● Re-engage the H&S committee.
● Consult relevant websites and consultants for H&S ( Eductation.govt.nz and Harrison-Tew)
● Review RAMS form – provide PD to staff and external coaches
#2
● Consult with concerned staff and other stakeholders regarding plan
Goal When What (examples) Who Indicators of Progress
1 Early Term 1 - Re-align the Health and Safety roles within NCC Review completed
SLT
PLF Meetings resumed
- Re-engage the Health and Safety
Committee
Term 1 - Review all health and safety practices PLF Consultation completed
- Update hazard register
Review completed
- Consult with relevant consultants e.g.
Harrison-Tew, Lloyd Consultancy
- Review RAMs form – provide PD to staff
and external coaches
11Terms 1-4 - Expand activities of the Enviro group EMS
- Refine health and safety procedures
PLF
2 2018 Consult with relevant staff regarding the plan of Relevant Ongoing meetings culminating in a final plan
the new block staff
Potential consultation points: SLT
- Geotechnical: Civil Engineers Board
- Repositioning of tennis courts: PE Dept,
Diocese, BoT Architects
- Design of exterior: Architects, Diocese, BoT Diocese
- Design of interior (classroom design,
learning spaces, flexible walls, breakout
spaces, office spaces): Architects, Diocese,
BoT, SLT
- Whare ako: HNR, Te Roopu Rangatira
- Graphics/ food tech: MJB, NJK, SVS
- Intermediate block: PFH and intermediate
teachers
- Music: JCW, EKS
- General input: all staff, property manager,
caretaker
- Bell tower: RE dept, SCM, CAN, PJH
Monitoring
#1: Check at the end of Term 1 that all six strategies have been undertaken
#2: Ensure meetings progress towards a timely commencement date
Resourcing
#2: Diocese and College Building Fund
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