Annual Business Plan 2011
NZCEO Ltd provides leadership in strategy development and operational effectiveness
Introduction
Broad Strategic Objectives For 2011
Situational Analysis
Strategies And Actions:
Priority A: Relationships with Shareholding Stakeholders
Priority B: Relationships with First Tier Stakeholders
Priority C: Relationships with Second Tier Stakeholders
Priority D: Administration
Items Arising from the Strategic Plan
Strategic Audit
Monitoring of The Plan
Key Performance Indicators
Financial Reporting
Introduction
The New Zealand Catholic Education Office Limited was established in 2000 by the New Zealand Council of Proprietors of Catholic Integrated Schools in order to carry out their responsibilities for New Zealand’s Catholic integrated schools, as defined in the Constitution of that Body, and to implement the Council’s Beacon Plan Goals for 2020. The Office also serves the needs of the wider integrated schools sector and acts as their official channel of communication with the government.
Mission of NZCEO
To provide quality Catholic school education in Aotearoa New Zealand:
- Maintain and enhance relationships within the sector served by the Office.
- Initiate and promote projects that will enhance the outcomes delivered by Catholic integrated schools.
- Ensure the Office’s various stakeholders receive value for money.
Ongoing Business
- Provide leadership and services that enable the Directors of the Company, the Shareholders of the Company, and other relevant stakeholders to receive legitimate expected services from the Office’s staff in an effective and efficient manner.
- Use best practice models and management systems to achieve the planned outputs.
- Execute the 2011-2015 Strategic Plan.
Broad Strategic Objectives For 2011
- To enhance the viability and quality of Catholic schools through continuing to strengthen their leadership and their Catholic Character.
- Continuing to encourage and promote innovation, enhanced learning outcomes and standards of achievement in Catholic schools.
- To deliver an enhanced quantity revenue funding stream for the capital works associated with the upgrading of existing schools, developing a new strategy if necessary.
These broad strategic objectives relate to the strategic goals of the 2011-2015 Plan, i.e. authenticity, future watch, transformation and viability. The strategic goals are the framework on which specific actions are built.
This Business Plan is based on the 2011-2015 Strategic Plan and on the specific requirements of our stakeholders.
Situational Analysis
While NZCEO Limited continues in a strong situation, decisions external to the Office will play a significant role in the financial strength of the Office in 2011. The Office is adopting a prudent minimum risk policy.
The Office and its governing Board of Directors continue to be trusted and appreciated by their Shareholders, by the Catholic schools they serve, by the Government and its Departments of State, the wider educational community and other stakeholders. Nevertheless, current policies within the Government and the Ministry of Education may require specific responses and adjustments.
The Minister of Finance continues to signal that there will be significant constraints in all areas of Government spending. This is likely to affect integrated schools in relation to their efforts to access new money.
The achievement of an enhanced quantity revenue funding stream for capital works may need to be achieved through options external to the Government.
Capital for building projects will be a significant matter for the Board to consider this year.
The Office’s general policy and this Business Plan are within the parameters of the Strategic Plan.
Events Outside the Control of the Office
The 2011 General Election will necessitate the Office keeping positively interacting with significant political parties, so that Shareholder and stakeholder issues are kept to the fore.
Strategies and Actions
Priority A: Relationships With Shareholding Stakeholders
1.0 Serving the Board of Directors, Shareholders and Stakeholders
1.1 Ensure that high quality services are provided to the Board of Directors, the Shareholders and other stakeholders.
1.2 Continue the exploration of solutions, with Government and outside of Government, to the capital deficiency issue.
1.3 Review the various areas of responsibility for Catholic schools, taking into account the requirements of the Bishops, the NZCEO constitution and the Memorandum of Understanding with NCRS.
2.0 New Zealand Catholic Bishops Conference
2.1 Continue to provide executive education services as particularised by the New Zealand Catholic Bishops Conference.
2.2 Support the Bishops’ Strategic Plan in the Office’s educational strategies and actions.
3.0 National Attendance Dues Income and Capital Indebtedness Sharing Scheme
3.1 Continue to ensure the effective and safe administration of the National Attendance Dues and Capital Indebtedness Sharing Scheme for participating Proprietors.
3.2 Continue to provide an education programme on the Scheme, particularly for Shareholders.
3.3 Ensure that high quality services are provided to the Board of NZCEO Finance Limited and to those Proprietors participating in the Scheme.
3.4 Continue to improve financial monitoring and reporting systems, both internally and externally.
4.0 Long Term Viability of Catholic Schools
4.1 Continue to actively promote to Shareholders, and to the various levels of leadership in the Catholic education network, the strategies identified in the Board’s 2008 document Catholic Schools from Good to Great.
4.2 With appropriate professionals, develop a pilot project using benchmarks for quality standards for Catholic schools.
4.3 Continue the preparation of outcome statements to describe the qualities of students graduating from Catholic primary schools and Catholic secondary schools.
4.4 Continue to work closely with the National Centre for Religious Studies (NCRS) to jointly foster the excellence of Catholic Character and Religious Education in Catholic schools.
4.5 Work to stimulate the development of a Catholic perspective across the range of school subjects, and share examples of best practice.
4.6 Work as appropriate with NCRS to support the National Certification Programme for teachers in Catholic schools.
4.7 Develop a structure for the review of Catholic Character in hostels.
4.8 Continue to oversee the operation of the Prospective Principals Programme for teachers in Catholic schools, and review the parameters of the current contract in preparation for 2012.
4.9 Provide strategic leadership in the areas of ICT access, affordability and network connectivity for Catholic schools
Priority B: Relationships With First Tier Stakeholders
5.0 Collaboration
5.1 Continue to assist Shareholders and their agents by promoting professional development for principals and teachers, and support for Proprietors’ Appointees on Boards of Trustees.
5.2 Provide leadership and support for Proprietor’s agents at individual and diocesan levels.
6.0 Association of Proprietors of Integrated Schools
6.1 Actively serve the requirements of the wider integrated school sector, in particular delivering high quality services to Proprietor members.
6.2 In collaboration with the Ministry of Education, finalise the publication of the Integrated Schools’ Property Management Handbook and provide professional development related to it as needed.
6.3 Encourage a high level of compliance with the guidelines on the use of Policy One money.
Priority C: Relationships With Second Tier Stakeholders
7.0 Relationship with Government and Parliament
7.1 Work closely with the Minister of Education and other Government Ministers to ensure ongoing productive relationships.
7.2 Continue to foster relationships with all political parties to ensure that the requirements of Catholic schools are well known, and are appreciated by political leaders.
8.0 Ministry of Education
8.1 Continue to meet frequently and interact positively with the Secretary for Education and senior Ministry of Education officials, in order to enhance outcomes for Catholic and other state integrated schools.
8.2 Facilitate actions and policies necessary to ensure that capital works and other school projects in various dioceses are professionally supported and delivered, in terms of both policy and operational aspects.
9.0 Education Review Office
9.1 Through regular meetings maintain and further enhance relationships with the Education Review Office at the corporate and regional levels on matters specific to integrated schools.
10.0 Wider Education Contacts
10.1 Continue involvement with the National Excellence in Teaching Awards programme, the NZ National Commission for UNESCO, and the University of Auckland’s Community Advisory Council. Continue to foster relationships with the leadership of the various Departments of State involved with education, and with the various national education sector groups.
10.2 Continue to operate the Memorandums of Understanding established with Te Kura-The Correspondence School, the Youth Education Service of the New Zealand Police, the Education Review Office and Seasons for Growth.
10.3 Continue involvement with the National Religious Diversity Programme.
10.4 Actively engage in and support the work of the Asia Foundation.
11.0 International Education Connections
11.1 Support Catholic school initiatives by working with relevant agencies to enable more Catholic overseas students from Asia to enrol in our schools.
11.2 Continue to operate the Memorandum of Understanding established with the Sarasas Catholic Schools’ Network (Thailand).
11.3 Work closely with the Catholic Education Offices of Fiji, Samoa, Tonga and the Cook Islands, providing support as appropriate.
11.4 Continue to foster relationships with Catholic education systems in other jurisdictions, particularly Australia and South East Asia.
11.5 Strengthen the relationship with the New Zealand Government’s Education Ambassador to South America, to help facilitate the flow of Catholic foreign fee paying students from that continent.
11.6 Work with educational contacts in Hong Kong to facilitate the flow of Catholic foreign fee paying students to New Zealand.
12.0 Collaboration between Primary and Secondary Schools
12.1 Facilitate closer collaboration between primary and secondary schools in regional settings by working with the National Catholic Principals’ Associations and Diocesan Office personnel, so that more seamless approaches and attitudes are engendered among stakeholders.
13.0 Collaboration between Parishes and Schools
13.1 Provide supportive leadership to Catholic schools and parishes, to enable greater collaboration to occur between them.
13.2 Circulate guidelines on parish use of school facilities.
13.3 Encourage further development of the relationship between parish clusters, parish councils and schools.
Priority D: Administration
14.0 Continue to develop the Office’s electronic communication systems, to facilitate better services to stakeholders, including investigating the use of video conferencing for some Board meetings.
15.0 Continue regular updating of the information on the NZCEO website.
16.0 Redesign the Office’s website, so that its appearance is enhanced and its user friendliness is increased.
17.0 Plan and manage for increased energy efficiency in the Office’s data centre, in order to grow the existing system.
18.0 Continue to implement improvements in the Office’s electronic file archival system, the hard copy file system and the soft copy files architecture and email management.
19.0 Complete the Office’s disaster recovery planning, including risk assessment matters and relocation in the case of a major emergency.
20.0 In collaboration with NCRS, continue investigating possibilities for a pilot of a national portal for Catholic schools.
21.0 Continue to work with NCRS, business partners and stakeholders to further develop electronic availability of Special Character resources.
Items Arising From The Strategic Plan
Strategic Goal 1: Authenticity
In collaboration with other stakeholders, NZCEO safeguards and enhances the Catholic nature and character of both the institutions within the New Zealand Catholic education system and the system itself.
1.1 Instigate research on the availability and qualifications of teachers of Religious Education and of potential principals. (2011-2012)
1.2 Collaborate with other interested parties on the certification and ongoing qualifications processes for teachers in Catholic schools. (2011-2012)
1.3 Review systems for recruitment and training in Catholic Character for members of Boards of Trustees, including the participation of Māori, Pacific and other ethnic groups. (2011 or 2012)
1.4 Act as a catalyst to enable the Catholic Character review process to be further strengthened. (2011-2015)
1.5 Having regard to the ethnic diversity of Catholic schools and the articles of the Treaty of Waitangi, develop appropriate NZCEO Board policy and operational practices. (2011 or 2012)
Strategy 1.1
Instigate research on the availability and qualifications of teachers of Religious Education and of potential principals.
Action 1:
Work with CIANZ and other interested parties to instigate research on the availability and qualifications of teachers of Religious Education (including DRSs), principals and potential principals, and develop a strategy for the next five years to increase participation in relevant tertiary study.
Action 2:
Work with the Catholic community (including Bishops, parish personnel and Boards of Trustees) to enable contact to be made with teachers who might be encouraged to join the Catholic schooling system. Create a national list of such people who could be invited to participate in the Prospective Principals programme. Seek also to address gender balance.
Strategy 1.2
Collaborate with other interested parties on the certification and ongoing qualifications processes for teachers in Catholic schools.
Action 1: Review and add further definition to the Memorandum of Understanding with NCRS.
Action 2: Set up a Memorandum of Understanding with CIANZ, to define areas of mutual interest and areas of responsibility, and develop a five year strategy with CIANZ and NCRS to increase qualifications of teachers.
Strategy 1.4
Act as a catalyst to enable the Catholic Character review process to be further strengthened.
Action 1: Canvass all Proprietors as to the effectiveness of the current review structure, in order to improve it if necessary in light of the last few years’ experience.
Action 2: Head a working party to develop parameters for Catholic Character review of hostels.
Strategic Goal 2: Futurewatch
NZCEO is alert to current trends and possible developments that might impact upon the Catholic education system, acts prudently and provides leadership in order to maximise benefit and minimise risk from any developments.
2.1 Ensure adequate research is undertaken into regional and national demographic trends of significance for the Catholic education system, and ensure this is communicated effectively to stakeholders. (2011-2015)
2.2 Monitor emerging legislation and wider government policy and legislative developments. (2011-2015)
2.3 Actively seek opportunities to engage in dialogue with appropriate Ministers of the Crown and their officials. (2011–2015)
2.4 Further develop frameworks and support systems for Proprietors whose school or schools may be at risk, and communicate these to Proprietors. (2011-2012)
2.5 Continue to work towards the goal of 80% of eligible students enrolled in Catholic schools. (2012-2013?)
2.6 Continue the development of structures and support for Catholic early childhood education. (2011-2013)
Strategy 2.1
Ensure adequate research is undertaken into regional and national demographic trends of significance for the Catholic education system, and ensure this is communicated effectively to stakeholders.
Action 1: Monitor, collate and distribute statistics on the projected numbers of students in Catholic schools. Provide statistics to Proprietors, with appropriate commentaries.
Action 2: Monitor relevant statistical information from other Departments of State and circulate.
Strategy 2.2
Monitor emerging legislation and wider government policy and legislative developments.
Action: Monitor parliamentary information fortnightly, regularly scan a range of educational and other sources of information, and actively seek information from colleagues in the wider education sector.
Strategy 2.3
Actively seek opportunities to engage in dialogue with appropriate Ministers of the Crown and their officials.
Action: Provide information proactively to Ministers’ Secretaries and other officials, and seek meetings where needed, to ensure a free flow of information and an understanding of trends.
Strategy 2.4
Further develop frameworks and support systems for Proprietors whose school or schools may be at risk, and communicate these to Proprietors.
Action: Communicate in a timely manner with affected Proprietors.
Strategy 2.6
Continue the development of structures and support for Catholic early childhood education.
Action 1: Work with diocesan Catholic education offices to promote simple forms of support for early childhood services, including encouraging them to call on the curriculum expertise of NCRS, if needed.
Action 2: Develop a Catholic Early Childhood section on the NZCEO website.
Strategic Goal 3: Transformation
NZCEO uses and creates opportunities to promote gospel values within the Catholic education system, and seeks to engage the wider education sector and society.
3.1 Promote those aspects of the work of Catholic schools which exemplify their Catholic and Christian nature. (2011, and ongoing)
3.2 Take a leadership role in the promotion of values education in the wider education sector. (2011, and ongoing)
3.3 Seek to influence relevant government policy and decision-making, with an emphasis on the value of the Church’s social and moral teaching. (2011 and ongoing)
Strategy 3.1
Promote those aspects of the work of Catholic schools which exemplify their Catholic and Christian nature.
Action 1: Develop a series of fliers on the latest examples of best practice in Catholic Character, and circulate these widely, in paper form and through the NZCEO website.
Action 2: Structure the Office workload for the 2012 Catholic Education Convention so as to minimise disruption of ongoing work while delivering a successful, high quality event.
See also 5.3 on page 5: “Continue the preparation of outcome statements to describe students graduating from Catholic primary schools and Catholic secondary schools.”
Strategy 3.2
Take a leadership role in the promotion of values education in the wider education sector.
Action 1: Write appropriate articles for public distribution, including through the monthly CEO’s blog.
Strategy 3.3
Seek to influence relevant government policy and decision-making, with an emphasis on the value of the Church’s social and moral teaching.
Action: Take all appropriate opportunities to present submissions on Government discussion documents and in other forums, incorporating the Church’s social and moral teaching.
Strategic Goal 4: Viability
NZCEO enhances the long-term viability, quality and effective leadership of the Catholic education system.
4.1 Develop and implement a national approach to fostering a spectrum of leadership in Catholic education. (2011 – 2013)
4.2 Advocate with Government for funding opportunities, and maximise the use of funding. (2011-12)
4.3 Create additional revenue streams for schools and for the system. (2011, and ongoing)
4.4 Work with Proprietors to ensure that attendance dues are fixed at a level that ensures affordability for all families, and sustainability and growth in the system. (2011, and ongoing)
4.5 Develop strategies to assist Proprietors to respond to projected demographic changes. (2011, and ongoing)
4.6 Promote collaboration of schools in order to enhance quality and effective use of skills and resources. (2011-2012)
4.7 Promote awareness of the possibilities in the Property Management Guidelines for Integrated Schools for the development of innovative and multipurpose learning environments. (2011-2014)
Strategy 4.1
Develop and implement a national approach to fostering a spectrum of leadership in Catholic education.
Action 1: Work with diocesan Catholic education leadership, Boards of Trustees, principals and teachers to develop awareness of the need for movement along the career path in Catholic education, with particular emphasis on qualifications to take up S65 positions.
Action 2: Building on what is already occurring, work with diocesan Catholic education leadership to create the first draft of a national policy and plan for fostering leadership.
Action 3: Instigate and facilitate a group to develop a strategy on business mentoring of relatively new principals, consult with a sample group, and carry out the resulting action plan.
Strategy 4.2
Advocate with Government for funding opportunities, and maximise the use of funding.
See 1.2 on page 5: “Continue the exploration of solutions, with Government and outside of Government, to the capital deficiency issue.”
Strategy 4.3
Create additional revenue streams for schools and for the system.
Action: Promote the establishment of scholarship schemes to schools and parishes.
Strategy 4.4
Work with Proprietors to ensure that attendance dues are fixed at a level that ensures affordability for all families, and sustainability and growth in the system.
Action: Interact closely with Proprietors on the subject.
Strategy 4.5
Develop strategies to assist Proprietors to respond to projected demographic changes.
Action: Ensure that the current demographic trends are brought to Proprietors’ attention on a regular basis.
Strategy 4.6
Promote collaboration of schools in order to enhance quality and effective use of skills and resources.
Action 1: Publicise the concept in a dedicated flyer for schools, and by articles in Good News and the News.
Action 2: Seek models of good practice, for seminars at the 2012 Catholic Education Convention.
Strategy 4.7
Promote awareness of the possibilities in the Property Management Guidelines for the development of innovative and multipurpose learning environments.
Action 1: Seek examples of such environments from diocesan property offices and elsewhere. Circulate information about them, for instance as articles in Good News and the News.
Action 2: Seek information from the Ministry of Education on innovative environments, and publicise these to diocesan property offices and to other Proprietors.
Strategic Audit
Strengths
The Office is appropriately staffed and equipped.
The Office’s budget is currently sufficient to carry out its tasks. Discussions on the interpretation of the law relating to the spending of attendance dues will require continuing work in 2011.
Apart from that, and from the points noted in the situational analysis, the Office is in a position to advance new strategies and actions with reasonable confidence that they can be implemented.
Risks
Changes to the budget available to the Office, or to key personnel in the Office, would be a risk to the fulfilment of the Business Plan. Actions continue to be worked on to safeguard funding. Emergency planning and succession planning are both being developed.
Changes in Government policy could be a risk. The Business Plan acknowledges the possibility of such changes and the requirement to respond as needed.
Monitoring of The Business Plan
The implementation of the plan will be reported to the Board of Directors at the April, August and November meetings of the Board.
Key Performance Indicators
The actions in this Business Plan that relate to the Strategic Plan will be regarded as key performance indicators.
Financial Reporting
Financial reporting will occur at each Board meeting, through the presentation of the monthly statement of accounts.
NZCEO
January 2011