About Rangitoto College
- Co-educational State Secondary School (Years 9 - Year 13).
- Situated in Mairangi Bay, on Auckland's North Shore.
- Opened in 1956 with a roll of 195.
- Present roll, around 3,000 students.
- College has very high retention rates, most students remain to the end of Year 13.
- Students perform with distinction in many academic, sporting and cultural activities.
- The College has talented and well qualified staff who provide excellent tuition in the classroom and provide a wide range of curricula and co-curricula activities.
- The Community is very supportive of the College.
- The College and its community have high expectations of the Students.
- Over 80% of the College community is New Zealand European and around 40 other ethnicities are represented and we celebrate the diversity this brings to our learning environment.
- The College has outstanding teaching facilities that include a modern library and information centre, many specialist rooms including science, music, technology and computer rooms.
- Co-curricular activities are supported by 3 gymnasiums, 1,500 seat auditorium, an all weather hockey turf and athletics track, ample sports fields and a large modern swimming pool and sports complex on the school's boundary.
The Board of Trustees will ensure that the students at Rangitoto College are given an education that enhances their learning, builds on their needs and respects their dignity. This education shall challenge them to achieve personal standards of excellence to reach their full potential. All school activities will be designed to advance these purposes.
Every student will be aware of the dual cultural heritage of New Zealand. The Board acknowledges the unique place of Maori through involvement in the planning process and inclusion in the programmes offered, while also recognising the multicultural nature of our community.
Charter and Strategic Plan - Executive Summary
The Charter is the key guiding document for the Board and sets out the mission, aims, objectives, directions and targets to give effect to the National Education Guidelines, the National Administration Guidelines and the Board's own priorities.
The Charter includes a Mission Statement and a Strategic Plan guiding the College over the next three to five years and by an Annual Plan, breaking the strategic plan down into "bite-sized bits".
Annually the Board will review its own priorities set in the Charter and the Strategic Plan to ensure that the planning still matches the Board's objectives and to review the progress being made through the Annual Plan.
The Principal will set the objectives of the Annual Plan for each of the Senior Leadership Group and the College Administrators. Each of the members of the Senior Leadership Group will present those objectives to the Board. Each year each member of the Senior Leadership Group and the College Administrators will present to the Board the progress on achieving the targets and goals for that year. Separately the Principal will appraise each member of the Senior Leadership Group on their ability to implement the section of the Strategic and Annual Plan they are responsible for.
The policies of the Board will no longer be held in a separate policy file. The policies will be aligned with each of the strategic planning areas identified and during the Annual Plan process the policies relevant to that section of the Strategic Plan will be reviewed and checked to ensure that they are in line with the Annual Plan, Strategic Plan and Charter.
When employing staff the Principal and the Senior Leadership Group will take into account the obligation to achieve the Strategic and Annual Plans and to employ staff with a view to those appointments assisting with that process.
When determining the budgets each year the Board Member responsible to lead the Finance Committee will divide the budget in line with the Strategic Plan and make such recommendations on resources to support the Annual Plan to implement the relevant part of the strategic planning process.
When reviewing the Annual Plan the Board and the Principal will ensure at all times that the legal obligations relevant to the section of the Strategic Plan are being complied with, and that a special overall concern and focus on the obligations relating to health and safety (taking the term in the widest context) of the students and staff are being considered and observed.
When considering the Ten Year Property Maintenance Plan consideration will be taken of the objectives contained within the Strategic Plan and the Annual Plan to ensure the maintenance programme is consistent with that relevant part of the strategic planning of the College.
The Principal's prime role is to facilitate and ensure that the agenda provided and as outlined above is being implemented and followed. The Principal's performance appraisal will be based around the success of the implementation of the Strategic and Annual Plans; the performance standards as determined from time to time by the Ministry of Education; and such other matters as set out in the policy set by the Board for appraisal of the Principal.
Board meetings will be structured to ensure the Board, the Principal and the Senior Leadership Group focus on the implementation of the strategic objectives for the College.
The Board will ensure in the development of the Charter, Strategic Plan and Annual Plan, that there will be meaningful consultation with the local iwi, the Senior Leadership Group, parents and teachers of the College.