New Zealand Catholic Education Office Strategic Plan 2011 2015
NZCEO is mandated to fulfill the requirements of the Shareholders, who are the Proprietors of New Zealand's Catholic integrated schools.
It carries out the tasks mandated to it by the New Zealand Catholic Bishops Conference.
These mandates are carried out within the context of the New Zealand Catholic Church's commitment to the Treaty of Waitangi.
In accordance with this mandate:
- NZCEO seeks to put into effect the 2020 Beacon Plan, which is the Proprietors' Vision Statement for Catholic education in New Zealand.
- NZCEO operates as the Secretariat of the Association of Proprietors of Integrated Schools, and carries out functions related to all integrated schools.
A Catholic education system which is:
- a Christ-centred educational and faith community committed to the Catholic formation of young people and the nurturing of their gifts and potential, in partnership with family, Church and wider community
- an indispensable part of the evangelising mission of the Church in New Zealand, playing an integral and leading role in the transformation of society according to Gospel values
- committed to excellence and equity in educational outcomes, and full educational opportunities for all students
- a catalyst in the development of Christian leadership
- supported in the provision of quality formation and education
- well resourced and responsive to demographic changes
- acknowledged for excellence in leadership in schools.
The mission of the NZCEO is to:
- provide national leadership and coordination in Catholic education, in the areas of national policy, strategy, development, and resourcing
- act as a catalyst for innovation and change, critiquing proposed change (whether it is internally or externally proposed) against gospel values and the teaching of the Church
- support the commitment of the Catholic education system to the Church's social teaching and to excellence in its operation and leadership.
Catholicism: We are committed to and promote the beliefs, values and social teaching of the Catholic Church, particularly as they apply to education.
Community: We value our schools as centres of quality learning for parishes, the New Zealand Catholic community and the wider New Zealand society.
Strategic Thinking: We are committed to strategic thinking, and the strategic directions that emerge from this process.
Collaboration: We work collaboratively with our stakeholders, their agents, other educational bodies, organisations and individuals.
Common Good: We work to foster collaborative relationships based on a common good approach by schools and stakeholders to the national Catholic education system.
Leadership: We value an inclusive leadership approach that is both proactive and responsive.
Standards: We operate by best quality assurance practices.
Education: We are committed to achieving excellence and equity in educational outcomes for all New Zealand children, and work in partnership as appropriate with the wider New Zealand school system.
Inclusiveness: We are committed to listening to and working with the parents and leaders of the diverse ethnic groupings in our educational community, attuning our strategies to their needs.
As part of the Catholic Church of Aotearoa New Zealand, the Catholic education system is committed to the Treaty of Waitangi and its practical expression in schools. This arises from the rights of Maori as indigenous people, based on natural justice.
The next five years will see continuing change in the wider educational scene. We recognise that this could include changes in governmental policy in relation to integrated schools. We will be proactive as needed, and will provide high quality responses to support integrated schooling, in line with the Private Schools Conditional Integration Act.
During the next five years population changes will see school rolls in some areas of the country continue to shrink. In other areas the school-aged population will continue to rise.
There is significant ethnic diversity in Catholic schools. Addressing parental expectations on providing the best possible educational opportunities for every student, will need to take into account cultural knowledge and strengths.
Expectations of higher levels of educational achievement are rising among Maori and Pacific people and the Catholic system must respond.
Dioceses are carrying out parish and pastoral area reorganisation. This will have an impact on the relationship of schools and their parishes/pastoral areas.
The age profile of leaders in the Catholic education system has implications for the maintenance of Catholic Character.
The strategic goals will be put into effect using the following principles. The principles and the goals are interwoven to create the whariki.
NZCEO promotes strong collaborative relationships within the Catholic and wider community.
NZCEO provides forums for the exchange of ideas, information, good practice and support among its stakeholders, particularly in relation to Catholic Character.
NZCEO supports and facilitates innovation throughout the Catholic education system, and critiques proposed innovation in the light of the Gospel.
- Treaty of Waitangi
NZCEO promotes good practice in relation to the Treaty of Waitangi and its four articles.
NZCEO promotes good practice in relation to our increasingly multicultural society.
Strategic Goal One: 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.
- Instigate research on the availability and qualifications of teachers of Religious Education and of potential principals.
- Collaborate with other interested parties on the certification and ongoing qualifications processes for teachers in Catholic schools.
- Review systems for recruitment and training in Catholic Character for members of Boards of Trustees, including the participation of Maori, Pacific and other ethnic groups.
- Act as a catalyst to enable the Catholic Character review process to be further strengthened.
- 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.
Strategic Goal Two: 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.
- 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.
- Monitor emerging legislation and wider government policy and legislative developments.
- Actively seek opportunities to engage in dialogue with appropriate Ministers of the Crown and their officials.
- Further develop frameworks and support systems for Proprietors whose school or schools may be at risk, and communicate these to Proprietors.
- Continue to work towards the goal of 80% of eligible students enrolled in Catholic schools.
- Continue the development of structures and support for Catholic early childhood education.
Strategic Goal Three: 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.
- Promote those aspects of the work of Catholic schools which exemplify their Catholic and Christian nature.
- Take a leadership role in the promotion of values education in the wider education sector.
- Seek to influence relevant government policy and decision-making, with an emphasis on the value of the Church's social and moral teaching.
Strategic Goal Four: Viability
NZCEO enhances the long-term viability, quality and effective leadership of the Catholic education system.
- Develop and implement a national approach to fostering a spectrum of leadership in Catholic education.
- Advocate with Government for funding opportunities, and maximise the use of funding.
- Create additional revenue streams for schools and for the system.
- 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.
- Develop strategies to assist Proprietors to respond to projected demographic changes.
- Promote collaboration of schools in order to enhance quality and effective use of skills and resources.
- Promote awareness of the possibilities in the Property Management Guidelines for the development of innovative and multipurpose learning environments.
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