PRINCIPAL'S REPORT

Acknowledgment of the Chairs and some reflections

As we approach the end of 2021 and the end of my time at The Riverina Anglican College, it is a time of reflection. My principalship has been so very different from what I had imagined it would be as I have consistently worked to implement the College’s and Diocese’s mission and vision for education in the region. The role of the Principal comprises a wide range of competencies and reporting relationships – key among these relationships is the one between Principal and Chair of the Board. One of the key responsibilities of the Principal is to carry out the strategic vision of the Board of Directors. I have been blessed to work with three energetic and passionate Chairs – all with specific strengths who have contributed immensely to the ongoing improvement and development at the College since 2017. The list below contains highlights and major initiatives for each Chair – a full list would be impractical:

Mr Andrew Bowcher (2017 – 2018)

Updated College uniform
Introduction of the International Baccalaureate Diploma Programme
Updated IT infrastructure to facilitate our exceptional network system and 21st century pedagogy

The Venerable David Ruthven (2019)

Redefining the College Mission, Vision and Core Values that underpin all aspects of the College
Progressed the College to K-12 with the introduction of the Junior School

Mr Colin May (2020 – current)

Final Masterplan with building programs planned for the next stage of development
Consolidated partnership with the Diocese of Canberra/Goulburn
Navigated COVID-19 and all of its governance complexities
Appointment of Mr Geoff Marsh as next Principal to continue the development of the College

I would like to sincerely thank Andrew, David and Colin, and the Board members who have served with them over this time, for their committed service, support of the College and vision. I feel confident that this increasingly diverse and dynamic community will continue to flourish and evolve under the exceptional leadership of Colin May.

The last five years have been a time of intense development, and as part of my reflections I look back on the evolution of the College with a sense of satisfaction and a deep appreciation for the contributions made by so many. It has been an impressive effort from the entire community. I was asked in a recent interview by Year 10 students “what are you most proud of?” and the answer is not a simple one. The College has grown from 640 students in 2017 to 970 students in 2022. Staff numbers have increased from 80 to 114. A very wise and insightful colleague of mine once made the statement that “schools are change machines”. This has certainly been the case since 2017 and it is an absolute credit to the Board in their various iterations, the staff, the students and the community to have come so far – especially in light of the fact that the past two years has been during the pandemic! The academic and support staff at the College have been instrumental in all of this and I am appreciative of their contributions in working towards excellence across all areas of the College experience. Some of the more high-profile developments include:

The encouragement of women in leadership is evident by the significant growth of women in leadership positions from 31% to 67% across the College
Successful accreditation to become an International Baccalaureate World School – bringing us into a community of schools from around the world, dedicated to academic excellence, global peace and understanding
Development of new mission, vision and core values
Addition of two new Houses – Blackwell and Willsher
Gained membership in the HICES and IPSHA schools which allows access to G&T programs, debating competitions, professional learning communities and professional associations
Development of Agriculture and Music programs that are recognised as exceptional
Development and implementation of the SWANS program
Renewal of NESA registration - Secondary School (2018) and Junior School (2020 and 2021)
Development and implementation of a culture of analytics and eLearning
Successful application to NESA for the addition of new years of schooling for K-6
Construction of STEM Building (awarded a BGA Grant), Stage 1 of the Junior School and Stage 2 of the Junior School (Awarded BGA Grant)
Increase in enrolments in the Secondary School by 16%, and 46% overall
Creation of a range of key strategic staffing positions to facilitate a distributed leadership model
Development and implemented a culture of leadership coaching for academic staff
Installation of NBN and TPG internet for excellent access and speed for all staff and students
Moved from an 8-period day to a 6-period day to facilitate deeper learning
Development of new student leadership structure including Portfolio Captains, Year 9 Prefects and Year 6 Leaders to provide a platform and opportunities for genuine student voice
Introduction of EAP to provide best practice in cultural wellbeing
Introduction of Year-based camps as part of the K-12 program (hindered by COVID)
Formalisation of a visionary Master Plan for launch in 2022
Completion of AIS Wellbeing Review in 2018 and implemented recommendations including the development of a K-12 Wellbeing Framework, the appointment of Heads of House and a focus on academic wellbeing through the Guidance Counsellor.
Implementation of recommendations from 2016 Organisational Culture Review
Partnership with the ADS to fully modernise all Finance, Compliance and ICT systems, processes and staffing
Addition of 8 classrooms to allow for increased enrolments
Introduction of technology-based infrastructure such as Compass, GAFE, EDVAL, Synergetic, ManageBack and Turnitin to enhance College administrative processes
Development and implementation of an analytical process for tracking engagement with all forms of social media, K-12 enrolment processes and the digital newsletter
Partnership with the WWCC on the upgrade to Farrer Road
Refurbishment of front of College gardens, Building 1, Dr Ian Grant Library and Administration
Engagement with Midford for partnership for uniform shop
Development and implementation of a K-12 risk management culture
Upgrading of College security and communication systems

I am incredibly grateful to all who have offered support, encouragement and kindness over the past five years. It has been a privilege to serve this community and to work toward our college mission and vision. It has been quite the journey for myself and my family, one we will not soon forget. I look forward to hearing more wonderful things as the College continues to grow and to develop into the future, and I wish everyone all the very best.

Paul Humble | Principal