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Strategic plan 2018-2022 / NSW Department of Education

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http://nla.gov.au/nla.obj-2973107221

New South Wales. Department of Education, issuing body. (2017). Strategic plan 2018-2022 Retrieved August 16, 2024, from http://nla.gov.au/nla.obj-2973107221

New South Wales. Department of Education, issuing body. Strategic plan 2018-2022 Parramatta, NSW: NSW Department of Education, 2017. Web. 16 August 2024 < http://nla.gov.au/nla.obj-2973107221 >

New South Wales. Department of Education, issuing body. 2017, Strategic plan 2018-2022 NSW Department of Education, Parramatta, NSW viewed 16 August 2024 http://nla.gov.au/nla.obj-2973107221

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Educating for better health outcomes

The  2023-2026 Health Education and Training Institute Strategic Plan  seeks to deliver on our vision to be the first-choice partner for education and training in NSW Health.

Our vision is the foundation of our strategic plan, and serves as a reminder of our purpose - we educate for better health outcomes.

Our core values - Collaboration, Openness, Respect, Empowerment - guide our decisions and actions and keep us accountable and dedicated to our vision.

Key Objectives and Initiatives

Our strategy focuses on three strategic priorities, underpinned by key initiatives:

• Targeted Learning and Pathways - Deliver world class education and training for NSW Health workforce to respond to system priorities
• Trusted Partnerships - Extend collaborative relationships to drive compassionate, sustainable and safe care and improve patient outcomes and experiences
• Inspired People - Support our people to thrive and enable them to deliver exceptional learning outcomes for NSW Health

The strategic priorities and initiatives are enabled by:

• Effective Communication - System-wide communication, planning and co-ordination
• Best Practice - Evidence-based approach to training and education programs
• Digital Enablement - Virtual learning capabilities and tech-enabled solutions
• Diverse & Engaged Workforce - An inclusive and culturally safe working environment

View the HETI Strategic Plan

Engaging Our Stakeholders

The success of any strategic plan depends on the support and engagement of its stakeholders. Our Strategic Plan was developed in consultation with stakeholders across NSW Health including the Ministry of Health Workforce Planning and Development division, Local Health Districts and Specialty Health Networks, and HETI staff.

Alignment with NSW Health Strategic Focus Areas

HETI strategic priorities and initiatives align with NSW Health's Future Health Plan and supports Strategic Outcome 4 that requires NSW Health staff are engaged and well supported. Our aim is to support NSW Health staff deliver safe, reliable, person-centred care driving the best outcomes and experiences for patients, their families and staff.

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The Strategic Plan is the department’s highest-level strategy document, outlining system-wide objectives and direction. We have updated it to ensure that it reflects our renewed focus and ongoing educational reforms.

To be Australia’s best education system and one of the finest in the world.

Our purpose

To prepare our learners for rewarding lives as engaged citizens in a complex and dynamic society.

Children, young people and adult learners are at the centre of all our decision-making.

We respect and value Aboriginal people as Australia’s First Nation Peoples.

We ensure young children get the best start in life by supporting and regulating the early childhood education and care sector.

We are the largest provider of public education in Australia with responsibility for delivering high-quality public education to two-thirds of the NSW student population. We also work closely with the non-government school sector to ensure the delivery of a high-quality and equitable education for all students.

We build pathways for lifelong learning, and support the delivery of a skilled and employable workforce for NSW through vocational education and training and higher education.

Our outcomes

Our goal is to ensure every student is engaged and challenged to continue to learn , and every student, every teacher, every leader and every school improves every year . We are committed to delivering the following outcomes:

• Early childhood education – All children make a strong start in life and learning and make a successful transition to school
• Wellbeing – Every student is known, valued and cared for in our schools.
• Academic achievement – All young people have a strong foundation in literacy and numeracy; deep content knowledge; and confidence in their ability to learn, adapt and be responsible citizens.
• Attainment and independence – All young people finish school well prepared for higher education, training and work.
• Equity – Our education system reduces the impact of disadvantage.
• Skills and higher education – All learners gain the skills they need to be employable and adaptable, and contribute to the productivity and prosperity of NSW.

To support these outcomes, we are also committed to the following:

• Our infrastructure meets the needs of a growing population and enables future-focused learning and teaching.
• Our workforce is engaged and high performing.
• The community has confidence in public education.
• High-quality support is delivered efficiently and effectively to all schools and staff.

Our outcome indicators

The department measures and reports against a range of system-level outcome and other performance measures. Under the School Success Model , all schools will set local measures focused on HSC achievement, attendance, growth in reading and numeracy, phonics screening, wellbeing and pathways for school leavers.

Early childhood education

• Increased proportion of children (including Aboriginal, vulnerable and disadvantaged children) enrolled in an early childhood education program for 600 hours in the year before school
• Increased proportion of early childhood education services meeting or exceeding the National Quality Standard
• Increased proportion of students attending school at least 90% of the time
• Increased proportion of students reporting a sense of belonging, expectations for success and advocacy at school

Academic achievement

• Increased proportion of public school students in the top 2 NAPLAN bands for reading and numeracy
• Increased proportion of public school students achieving expected growth in reading and numeracy
• Increased proportion of NSW public school students with HSC results in the top 2 achievement bands

Attainment and independence

Increased proportion of NSW public school students continuing to Year 12

Increased proportion of school leavers participating in higher education, training or work

• Increased proportion of Aboriginal students attaining the HSC, while maintaining their cultural identity
• Reduced gap between Aboriginal and non-Aboriginal students in literacy and numeracy, as well as sense of belonging, expectations for success and advocacy at school
• Reduced socioeconomic gap in literacy and numeracy, as well as sense of belonging, expectations for success and advocacy at school

Skills and higher education

• Increased proportion of employers satisfied that VET meets their skill needs
• Increased proportion of the working-age population with qualifications at or above Certificate III
• Increased proportion of NSW government-funded VET graduates who are employed after training
• Increased proportion of young people participating in higher education, training or work

Our values guide how we go about our work and make decisions on a daily basis. They form the foundation of what it is like to work for Education and what we expect of each other.

• We have high expectations and we continually seek to improve ourselves and our work.
• We strive to excel and invite the best ideas from everyone in and outside the department.
• We use and share evidence, research and data to underpin policy and practice.
• We welcome collaboration and learning with others.
• We ensure that every student has access to high-quality public education.
• We respect diversity and the views and contributions of others.
• We treat people fairly.

Accountability

• We take responsibility for decisions  and outcomes.
• We allocate and use resources  efficiently and effectively.
• We monitor and review performance  to drive improvement.
• We build relationships based on transparency, honesty and mutual respect.
• We support one another.
• We respect others’ expertise, experience and points of view, and listen with an open mind.
• We act professionally with honesty  and consistency.
• We communicate clear expectations.
• We are transparent with information  and our decisions.
• We are flexible, innovative, responsive and reliable.
• We provide coordinated and aligned services to enhance teaching and learning.
• We work openly in partnership with parents, communities and organisations.
• Strategic Plan printable PDF (PDF 114 KB)
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• Skip to search
• Staff portal (Inside the department)
• Student portal
• Key links for students

Other users

• Forgot password

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{{item.title}}, my essentials, ask for help, contact edconnect, directory a to z, how to guides, strategies, reports and plans, strategic plan.

The Strategic Plan is the department’s highest-level strategy document, outlining system-wide objectives and direction. We updating it soon, to ensure that it reflects our renewed focus and ongoing educational reforms.

To be Australia’s best education system and one of the finest in the world.

Our purpose

To prepare young people for rewarding lives as engaged citizens in a complex and dynamic society.

Children and young people are at the centre of all our decision-making. We ensure young children get the best start in life by supporting and regulating the early childhood education and care sector.

We are the largest provider of public education in Australia with responsibility for delivering high-quality public education to two-thirds of the NSW student population. We respect and value Aboriginal people as Australia’s First Nation Peoples. We also work closely with the non-government school and higher education sectors.

• All children make a strong start in life and learning and make a successful transition to school.
• Every student is known, valued and cared for in our schools.
• Every student, every teacher, every leader and every school improves every year.
• Every student is engaged and challenged to continue to learn.
• All young people have a strong foundation in literacy and numeracy; deep content knowledge; and confidence in their ability to learn, adapt and be responsible citizens.
• All young people finish school well prepared for higher education, training and work.
• Education is a great place to work and our workforce is of the highest calibre.
• Our school infrastructure meets the needs of a growing population and enables future-focused learning and teaching.
• Community confidence in public education is high.
• Our education system reduces the impact of disadvantage.

Our values guide how we go about our work and make decisions on a daily basis. They form the foundation of what it is like to work for Education and what we expect of each other.

• We have high expectations and we continually seek to improve ourselves and our work.
• We strive to excel and invite the best ideas from everyone in and outside the department.
• We use and share evidence, research and data to underpin policy and practice.
• We welcome collaboration and learning with others.
• We ensure that every student has access to high-quality public education.
• We respect diversity and the views and contributions of others.
• We treat people fairly.

Accountability

• We take responsibility for decisions  and outcomes.
• We allocate and use resources  efficiently and effectively.
• We monitor and review performance  to drive improvement.
• We build relationships based on transparency, honesty and mutual respect.
• We support one another.
• We respect others’ expertise, experience and points of view, and listen with an open mind.
• We act professionally with honesty  and consistency.
• We communicate clear expectations.
• We are transparent with information  and our decisions.
• We are flexible, innovative, responsive and reliable.
• We provide coordinated and aligned services to enhance teaching and learning.
• We work openly in partnership with parents, communities and organisations.

Our performance measures

• Increased proportion of children enrolled in an early childhood education program in the year before school (and proportion who are enrolled for 600 hours)
• Increased proportion of students reporting a sense of belonging, expectations for success and advocacy at school
• Increased proportion of students in the top two NAPLAN bands for reading and numeracy
• Increased proportion of Aboriginal students in the top two NAPLAN bands for reading and numeracy
• Increased proportion of regional and remote students in the top two NAPLAN bands for reading and numeracy
• Increased proportion of students with an HSC, Year 12 certificate or AQF Certificate II and above
• Increased number of teachers accredited at the Highly Accomplished and Lead Teacher levels
• Increased number of schools with high value-add
• Improved staff engagement results in the People Matter Employee Survey
• Number of new and upgraded schools and classrooms
• Strategic Plan printable PDF (PDF 114 KB)
• Strategic Plan A3 posters (PDF 281 KB)
• Our values digital screen slides (PDF 186 KB)
• Our values pull up banner (PDF 174 KB)
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Promising signs but more to do in NSW as national NAPLAN report released

Published: 14 August 2024

Released by: Minister for Education and Early Learning

The 2024 NAPLAN National Report has been released today, with the NSW Government noting there are some positive signs, but more work to be done to raise education outcomes across New South Wales. 

Almost 400,000 primary and high school students, across more than 3,000 public, independent and Catholic schools sat their NAPLAN tests in March of this year.

Results for New South Wales have remained stable, with some promising results, including:

• 81% of Year 3 students in NSW recorded Strong or Exceeding results in writing.
• 70% of Year 5 and 7 students in NSW achieved Strong or Exceeding in numeracy.
• 57% of year 9 students in NSW achieved Strong or Exceeding in grammar and punctuation.

While nationally, NSW has ranked first or equal first in most test subjects and year levels, the need for continued work is highlighted by the fact that NSW is ranked third for Year 3 and Year 5 in reading.

The Minns Labor Government is continuing work to rebuild the public education system and improve education outcomes across the state.

The most important tool in achieving this is ensuring there is a teacher at the front of every classroom in New South Wales. The Government’s work to address the chronic teacher shortage created by the former Government has seen a 20 percent drop in the number of public school teacher vacancies this year.

This work has included:

• Scrapping the former Liberal National Government’s public sector wage cap and delivering NSW public school teachers the biggest pay rise in a generation.
• Improving job security by exceeding the government’s commitment to transition 16,000 teachers and support staff on temporary contracts into permanent roles.
• Improving the classroom environment by banning mobile phones and restoring authority to teachers and principals to manage student behaviour.

The NSW Government and Department of Education will analyse the NAPLAN results from both 2023 and 2024 to determine system-wide targets for improvement in literacy and numeracy which will be released later this year, for implementation in 2025.

The full 2024 NAPLAN national results are published on ACARA’s website .

NSW Deputy Premier and Minister for Education and Early Learning Prue Car said:

“Congratulations to the students across New South Wales who sat their NAPLAN exams this year.

“These results show that NSW students overall are doing well, but there are gaps that need our attention.

“The Minns Labor Government has already begun rebuilding public education but we recognise that there is still much more to do.

“While there are some positive signs in these results, we cannot afford to take our eye off the ball.

“The impact of the chronic teacher shortage created by the former Liberal National Government cannot be undone overnight, but we will continue to build on the early successes we have had in boosting the number of teachers in our classrooms, which will ultimately drive better learning outcomes.”

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Multicultural NSW

Strategic Plan

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Our Strategic Plan 2021-25

Our Strategic Plan 2021-25 sets out our approach to building an inclusive, connected and socially cohesive multicultural NSW.

The plan brings the Multicultural Principles to life in our culturally, religiously and linguistically diverse context. It helps us to understand the strengths and challenges of living together in a complex multicultural society and supports us in collaboratively delivering outcomes that benefit us all.

The work we do touches everyone in NSW. This strategy steers the way into a future where we can all work together to celebrate our diversity and who we are as individuals. It focuses on what needs doing to shift stereotypes and to connect, so we are stronger together.

Our priorities

Our priorities over the next five years are:

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Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery.

Community Resilience

Expanding robust relationships that inspire people to foster social cohesion, unite against divisive forces and come together in times of need.

Supporting longer-term communities and new arrivals to thrive in place.

A Shared Sense of Value

Understanding the value of cultural, religious and linguistic diversity.

To move the plan forward, we will continue to work in partnership with the community, government and our staff, because we’re Stronger Together.

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Explanation of Intended Effect: Changes to create low and mid-rise housing

Stage 1 of the low- and mid-rise housing policy

The Explanation of Intended Effect: Changes to create low- and mid-rise housing  was on public exhibition from 15 December 2023 to 23 February 2024.  

In response to the public consultation, the department received nearly 8,000 submissions. 49 councils made submissions and 143 submissions came from peak bodies and community groups.  

We held briefings and workshops with many of the councils and other stakeholder groups. We have consulted with individual councils to make sure the policy best serves our community’s housing needs. 

Low- and mid-rise housing policy 

We are implementing the low- and mid-rise housing policy, a key component of the NSW Government’s planning response to the National Housing Accord. 

The new reform introduces an amendment to  State Environmental Planning Policy (Housing) 2021 . This amendment will create capacity for up to 112,000 additional homes, significantly contributing to the housing accord target of 377,000 new homes by July 2029. 

Changes to the policy will commence in stages, with the first changes starting on 1 July to align with the start of the National Housing Accord. 

The first stage permits dual occupancies and semi-detached homes in all R2 low-density residential zones across NSW.  

Learn more about the policy .

• Explanation of Intended Effect: Changes to create low-and mid-rise housing

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5 Ways to Enhance Strategic Enrollment Management with Data

• Posted on: August 14, 2024
• Topic: Enrollment Management , Higher Education

Improve your higher education strategic enrollment management plan with the right data  and research to boost applications, yields, and retention rates.

At each enrollment milestone in the student journey, there are institutional challenges and student pain points that higher education leaders can address to improve their recruitment and retention efforts — if the right data informs their SEM planning.

Hanover’s 5 Ways to Enhance Strategic Enrollment Management with Data outlines a data-first approach to enrollment planning that will help you diagnose and solve your toughest SEM challenges with:  

• 5 key ingredients of all SEM plans
• Research questions for each stage of the student journey
• Tools and tactics to deliver the data you need

“ From one institution to another, SEM plans can look vastly different, and for good reason. Each college or university must build around its own needs, focus areas, and institutional goals. However, successful plans do share some common features, particularly when it comes to market research and data analysis. While these critical building blocks inform the basis of any effective plan, higher education leaders aren’t always sure where to start. ”  

Addressing SEM Challenges Across the Student Journey

Across U.S. institutions, the number of college applications have increased, but yield rates and completion rates have not changed much in several years.   

While more students are expressing an interest in higher education , the hard truth is many will never end up enrolling or graduating. Meanwhile, many college and university leaders struggle to balance growing expenses with diminishing enrollment numbers.  

To move the needle on student recruitment and retention, institutional leaders must understand how to effectively use market research and data analysis at each stage of the student enrollment journey to address their toughest SEM challenges.   

Use this guide to cut through fuzzy objectives or unrealistic ambitions to make meaningful progress on your institution’s enrollment management results.

Get the latest SEM data and research best practices

Tighten up your student recruitment and retention plans with these sem tips..

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