2006 - 2010 National Strategic Plan
Mandate
NZCEO's Vision
Mission Statement
NZCEO Values
Context Statement
Strategic Goal One: Futurewatch
Strategic Goal Two: Authenticity
Strategic Goal Three: Forum
Strategic Goal Four: Transformation
Strategic Goal Five: School Leadership
Strategic Goal Six: Innovation
Strategic Goal Seven: Relationships
Strategic Goal Eight: Viability
Strategic Goal Nine: Organizational development
INTRODUCTION
This is the plan of the Board of Directors of the New Zealand Catholic Education Office.
Mandate
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.
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.
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NZCEO’s Vision
A Catholic education system which is
- an indispensable part of the evangelizing mission of the Church in New Zealand, playing an integral and leading role in the transformation of society according to Gospel values
- 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
- committed to excellence and equity in educational outcomes
- a catalyst in the development of Christian leadership
- well resourced and supported in the provision of quality formation and education; and
- acknowledged for excellence in leadership in schools.
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Mission Statement
The mission of the NZCEO is to
- provide national leadership and coordination in Catholic education, in the areas of national policy, strategy, development, and physical 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 excellence in its operation and leadership, and to the Church’s social teaching.
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NZCEO Values
Catholicism: We are committed to and promote the beliefs, values and social teaching of the Catholic Church, particularly as they apply to education.
Strategic Thinking: We are committed to strategic thinking, and the strategic directions that emerge from this process.
Partnerships: We work collaboratively, with our stakeholders and their agents, other organizations and individuals.
Common Good: We work to foster a common good approach among schools and stakeholders.
Affiliation: We value our schools as centres of quality learning for parishes, the New Zealand Catholic community and the wider New Zealand society.
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 education outcomes.
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Context Statement
The next five years will see continuing change in the wider educational scene. We recognize that this could include changes in governmental policy in relation to integrated schools, and endeavour to take this into account in our planning.
During the next decade population changes will see school rolls in many areas of the country shrink significantly. However, there are other areas where the school-aged population is rising dramatically. Both demographic changes have major implications for the organization of Catholic schooling.
Falling numbers of priests will create the need for diocesan leaders to put into effect planned parish and pastoral area reorganizations. This will have an impact on the relationship of schools and their parishes.
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STRATEGIC GOALS
Strategic Goal One: Futurewatch
NZCEO is aware of current trends and possible developments that might impact upon the Catholic education system, and acts prudently to maximize benefit and minimize harm from any developments.
Strategies
- 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.
- Review and enhance existing systems for monitoring 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.
- Develop and implement plans to deal with external or internal developments which might either enhance or threaten the viability and quality of the Catholic education system or its Catholic Character.
- Identify schools at risk of closure, and develop actions to support their viability.
- Using 2006 census information, and other data, develop strategies to work towards the goal of 80% of eligible students enrolled in Catholic schools.
2006 Update
- Analyse most recent information on demographic trends, and develop a discussion paper for proprietors and diocesan offices to assist them to consider projected demographic changes. Promote strategic clustering of schools where appropriate in urban and rural settings. (Strategic Plan 1.1, 1.5)
Demographic analysis has been completed. The 2006 census information is awaited.
- Seek information from schools to generate statistics on the numbers of students coming into Year 9 from state schools (with perceived reasons). (1.1)
- Seek statistics from Catholic primary schools on the numbers of students who do not go on to Catholic secondary schools, with perceived reasons. (1.1)
This statistical information is being requested. It is expected that analysis of data will take place in 2007.
- In consultation with diocesan offices, develop protocols to assist Boards of Trustees when a teacher’s actions publicly contravene principles of Catholic Character. (1.4)
A consultation has been held. A paper is under way, and has still to be completed.
- Develop a response to the PPTA SS4Q paper, and promote to Catholic schools the need to ensure the safety and human rights of non-heterosexual students in Catholic primary and secondary schools. (1.4)
A second response to PPTA is being developed, diocesan reviewers and personnel have been alerted to the need to consider this issue with schools, and a paper for senior management in schools will be written later in the year or at the start of 2007.
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Strategic Goal Two: Authenticity
In collaboration with other stakeholders, NZCEO safeguards and enhances the Catholic nature and character of both the institutions within the Catholic education system and the system itself.
Strategies
- Monitor the availability and quality of teachers with qualifications to teach Religious Education.
- Collaborate with other interested parties to ensure a steady stream of well qualified graduates is available.
- Work with national and diocesan offices to ensure the national provision of ongoing professional development and spiritual growth for teachers, and support and promote certification programmes for teachers of Religious Education.
- Act as a catalyst to enable the Catholic Character review process to be further strengthened.
- Promote collaboration between parishes and schools, and help to clarify the role of parish leaders in relation to parish schools.
- Promote good practice in Catholic schools in relation to the Treaty of Waitangi.
- Promote equity for students of different cultures in Catholic schools, including Mäori, Pacific Nations, Asian, and other cultural groupings.
2006 Update
- In conjunction with national Catholic principal groups, shareholders, Diocesan Catholic Schools Offices and the National Centre for Religious Studies continue to develop strategies to ensure a steady stream of graduates from education providers, who are well trained and suitably qualified to teach in Catholic Integrated schools. (2.2)
Information about courses is circulated and promoted. The Office has participated in the work of the Catholic Tertiary Education Council, which will contribute to the continuing improvement of excellent courses for students who wish to teach in Catholic schools.
- Continue work with NZQA on the acceptance of overseas teachers’ qualifications in theology and religious education. (2.2)
The Office is awaiting the results of NZQA’s analysis of its criteria for acceptance of teacher qualifications from a range of countries, and will submit further comments to NZQA when the material has been received.
- Continue to provide two one-day seminars for designated reviewers. (2.4)
The mid year reviewers’ day has taken place and the final review is about to take place.
- Provide a secure access section on the NZCEO website for designated reviewers to access review documentation. (2.4)
Reviewers have indicated that they have no particular need for this access, so the development of such a section is currently on hold.
- Prepare a paper on the role of the parish priest and other pastors in relation to the parish school. (2.5)
This work is now to be developed into a Bishops’ Conference Pastoral letter, accompanied by a technical paper.
- Seek an analysis, for internal purposes, of the relationship between Canon Law and civil law in relation to schools (2.5)
The analysis has been obtained from a canon lawyer, and supports the current and historical practice of the Bishops and the Office.
- Complete consultation and publish a paper on teaching Maori students and building relationships with their whanau. (2.6)
The paper has been completed, and will be provided to schools in November. A seminar at Convention supported this general area.
- Continue to work alongside the Proprietors of the three Catholic Maori boarding schools, to assist in bringing about the strategic repositioning of the schools, to enable them to enhance their educational outcomes and build a culture of success. (2.6)
Work is continuing on this topic.
- Continue to promote good practice in educating Pasifika students. (2.7)
Good practice is promoted through publications.
- Continue to support the South Auckland Catholic schools’ collaborative network in its work to raise educational achievement levels in the schools. (2.7)
Support is continuing.
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Strategic Goal Three: Forum
NZCEO provides a forum for exchange of ideas, information, good practice and support among its stakeholders, particularly in relation to Catholic Character.
Strategies
- Convene or support forums which allow a wide variety of people with an interest in Catholic education to come together for learning and development purposes.
- Provide opportunities for Proprietors, and for leaders of education establishments, to exchange ideas and information.
- Ensure the New Zealand Catholic Bishops Conference, individual Bishops, and other Proprietors are supported, and have opportunities for wide-ranging discussion about Catholic education.
- Identify issues which require a national specialist response and bring together the appropriate people to work on such issues.
2006 Update
- Run Catholic Education Convention 2006. (3.1)
Convention enrolments have exceeded those at the last convention. Attendees’ comments and response forms indicated very high levels of satisfaction with the organisation, the content and the effectiveness of this occasion in building the joint spirit of Catholic education.
- Continue to provide an annual forum for principals of newly established schools to share best practice, and to promote their initiatives to the wider system. (3.2)
It was decided not to hold this forum until 2007, owing to pressures of events in the most recently established school.
- Bring together diocesan office leaders to discuss issues relating to: the protection of non-heterosexual students; teachers in tagged positions whose life does not conform to Church teachings; the development of protocols and guidelines to assist Boards when a teacher’s actions contravene Catholic Character. (3.4)
This meeting has taken place. Board guidelines are under way.
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Strategic Goal Four: Transformation
NZCEO uses and creates opportunities to promote Gospel values within the Catholic education system, the wider education sector and in society.
Strategies
- Ensure publicity for 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.
- Assist and influence relevant government policy and decision-making, with an emphasis on the value of the Church’s social and moral teaching.
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2006 Update
- (No specific strategies for 2006 – all ongoing work)
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Strategic Goal Five: School Leadership
NZCEO fosters the development of future leadership in the Catholic education system.
Strategies
- Support the development of a culture of leadership for change, at different levels of the Catholic schools’ system.
- Further develop and support systems for identifying and attracting potential leaders for the Catholic education system.
- Facilitate the development of professional standards for principals, and teaching staff of schools, relating to Catholic Character.
- Facilitate ways to enable experienced principals to act to support and strengthen the Catholic education system.
2006 Update
- Continue to administer the senior principals’ scholarships.
Ongoing work. Scholarships will be offered again in 2007.
- Extend the list of potential Catholic secondary school principals, to include potential primary school principals. (5.2)
Names have been sought, and a list has been compiled.
- Continue work to develop a programme to support development for prospective principals. (5.2)
Requests for tenders have been advertised, and responses are due by mid November.
- Work with diocesan offices and NCRS to refine and promote professional standards for principals and teaching staff in schools, relating to Catholic Character. (5.3)
Professional standards have been developed by NCRS in the form of a Certification Handbook. This is currently out for consultation.
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Strategic Goal Six: Innovation
NZCEO has a culture of innovation, supports and facilitates innovation throughout the Catholic education system, and critiques proposed innovation in the light of the Gospel.
Strategies
- Ensure NZCEO staff study how Catholic systems operate in other countries and in sectors other than education, and share this learning.
- Highlight innovation occurring within the Catholic education system, in a range of forums and publications.
- Develop and support new means of providing relevant resources for schools.
- Continue the development of structures and support for Catholic early childhood education.
- In association with NCRS, develop Catholic Religious Education qualifications for senior secondary school students.
- Develop a national programme for the stimulation and collation of research in New Zealand Catholic education.
- Ensure sound policy development underpins innovation, change and growth.
2006 Update
- Work collaboratively with specific overseas Catholic Education Offices, in order to create structured and regular exchanges of information, which will increase awareness of international standards in Catholic schooling. (6.1)
A number of meetings have occurred with leaders of overseas Catholic Education Offices. Work on structured and regular exchanges of information is still to be developed.
- Continue to publish Lighting New Fires, Good News and the News, and Aoraki to highlight innovation in Catholic schools. (6.2)
The publications are on schedule.
- Revise the ‘NZCPCIS Declaration of the Essential Characteristics of Authentic Catholic School Education’, and as time permits update and publicise a selection of materials previously published by the Office. (6.3)
This work is scheduled for the later part of the year, and if necessary will be rescheduled to 2007.
- Subsequent to the passage of the Education Amendment Bill, develop guidelines concerning the structures, legal identity and Catholicity of Catholic early childhood centres. (6.4)
Legal advice has been received, and the guidelines are in the process of development.
- Continue work to develop a national religious education strand to supplement the early childhood curriculum. (6.4)
A further meeting of the working party has taken place, and the second draft of the curriculum is currently being prepared. It is expected that this draft will go out for further comment in 2007.
- Provide ongoing facilitative and supportive services for the National Catholic Early Childhood Education Association. (6.4)
This work is ongoing.
- Continue to work with the leadership of Catholic Pacific Island communities to encourage them to set up Catholic Pacific Island early childhood centres. (6.4)
This work is ongoing.
- In association with NCRS work with NZQA and the Ministry of Education to improve the formal status of the Religious Education curriculum and assessment standards for senior secondary school students. (6.5)
A significant meeting with senior Ministry staff, and a meeting with the Minister of Education, have advanced this work, but it is expected that the work will be combined with consideration of other subjects, and that progress will take considerable time. The NZQA consultation on approved standards for University Entrance declined the request that Religious Education be considered an approved standard.
- Work with providers of Catholic tertiary courses to collate and make available to readers research in aspects of New Zealand Catholic education. (6.6)
A seminar on at Catholic Education Convention included a focus on this topic, and ideas provided by participants are to be developed further in 2007.
- Publicise to Catholic tertiary institutions topics needing research, and endeavour to instigate research in these areas. (6.6)
Work on tertiary research is continuing with the institutes concerned, and a convention seminar provided valuable information for further work.
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Strategic Goal Seven: Relationships
NZCEO develops and enhances relationships within the Catholic and integrated education sector and with appropriate bodies in the wider community.
Strategies
- Provide services to meet the needs of specific groups of stakeholders, together with services to meet system-wide needs.
- Ensure that the viewpoint of integrated schools is heard by Government and by the wider education sector.
- Identify, build and maintain relationships as appropriate with key bodies inside and outside the Catholic sector.
- Strengthen relationships with the media as a means of enhancing the profile of Catholic schools.
2006 Update
- Continue to enhance a positive profile for the Office amongst those it serves and interacts with. (7.3)
- Manage the media to heighten the positive profile of Catholic schools. (7.4)
Continuing work.
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Strategic Goal Eight: Viability
NZCEO enhances the long-term viability and quality of the Catholic education system.
Strategies
- Maximize government funding and benefits for all levels of the Catholic education system.
- Create additional revenue streams for schools and for the system.
- Develop a national strategy for encouraging Catholic parents to send their children to Catholic schools, in both rural and urban areas.
- Develop strategies to assist dioceses in the management of appropriate responses to projected demographic changes in school intakes in both urban and rural areas, and act as a catalyst to enable appropriate clustering to happen.
- Analyse the consequences for the school system of the implementation of the new Property Code, and formulate appropriate strategies.
- Promote strong leadership amongst school principals, ensuring they are committed to excellence and equity in educational outcomes.
- Develop strategies and actions at a national level to ensure that attendance dues are fixed at a level that ensures sustainability and growth of the system.
- Develop national strategies to enable families in lower socio-economic strata to be able to access Catholic education.
2006 Update
- Respond to questions about the newly published Integrated Schools’ Property Guidelines. (8.5)
This work is ongoing. A major delay has occurred in publishing the Property Handbook for Integrated Schools. It is now not expected from the Ministry of Education until mid 2007.
- Help to facilitate with Proprietors the setting of attendance dues at levels of affordability for families in lower socio-economic strata. (8.8)
Discussions are continuing with Proprietors. Work on the management of Catholic schools’ property debts and funding is designed to keep Attendance Dues at an affordable level. Planning is under way for an approach to the government on equity of property funding. If successful, this will have a flow-on effect on affordability.
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Strategic Goal Nine: Organizational development
NZCEO has a culture of Total Quality Management, with effective and accountable systems of governance and management.
Strategy
- Ensure the Office has up-to-date and fully functional systems, and that staff are trained in their use.
2006 Update
- Continue to deepen a culture of Total Quality Management within the Office. (9.1)
- Ensure that effective performance systems operate in the Office, with a particular focus on high standards of communication, co-ordination, professional 1`standards and forward planning. (9.1)
- Identify staff professional development needs and meet these needs through in-house and externally delivered programmes and courses, as appropriate. (9.1)
These items are continuing work.
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