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Engaging in reviewing organisational structures and services to schools that are reflective to the immediate community needs and expectations through ongoing evaluation of the organisational Reconciliation Action Plan and engagement with broader community voice, ensuring that all teachers and student current and future need are being exceeded to engage with a just and equitable society.

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Data driven methods that recognise the complexity of proprietors operating nationally.

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Our schools are empowered to continue to implement proactive social, emotional, behavioural and academic supports for the mental health and wellbeing of the whole school community, given the need for reactive, responsive supports has reduced.

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Online and face-to face support acts as an assurance to NESA to lower compliance risks for schools.

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That AIS had a foundation of innovation and partners with local and overseas industries to meet the needs of the emerging generation (beta generation)

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We are a highly adaptable team on the leading edge of thought leadership with a strong national presence.

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That an equity lens is cast over all T&L offerings (venue, costs, access regions etc)

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Have a collective method for connecting our services so we can target our services to meet member schools.

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Greater collaboration with AIS in other states to share knowledge and learn

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The AISNSW ecosystem (Salesforce and associated services) reinforces the growth and development of Professional Services.

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The Leadership Centre is accessible for EVERY independent school in NSW

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By the end of 2028, wouldn't it be fantastic if we harness technology to improve our service offerings.

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1.All current and new service offerings are embedded and captured through Salesforce
2. Continue expanding member services to meet all needs

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To assist in developing a multifaceted workspace environment that is conducive to individual attention and concentration, sensitive discussions with schools, small and large team collaboration and social interaction.

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Teacher accreditation is highly valued and the language of the APST is embedded in the school's culture from the top down.

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We are engaged in deep reflection, are a whole and highly effective team with clarity and momentum for the strategic direction in the short, medium and long term with expanding future partnerships

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Data and analytics from our stable LMS and Cloudbreak systems inform and all AIS learning design and AIS has a culture that is so attractive and strong that there is minimal staff attrition and that's it's highly desirable to work at AIS

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2028: An additional conference space that is purpose built (an updated current spaces) that has facilities and technology up to date with needs and latest technology.

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All schools (pre K - 12) in partnership with AISNSW have highly effective inclusive practices and wellbeing approaches embedded within their school.

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1. The value of teacher accreditation is advanced and integrated into school's professional development processes at all stages

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AI embedded in enabling ways to track strategy, collate data for member schools to support decision making. (internally and externally)

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Improve processes to continue to deliver high quality resources for learning which harnesses cutting edge technology in an environment of collegiality and harmony.

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the development of AISNSW  Pathways and Partnership Academy for schools and industry

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1. All Schools and internal portfolios are connected through a single platform and transparency in terms of data insights
2. Further expand the advisory service to potentially include managed service offerings for small and medium schools

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2026: we had a larger team with diverse expertise to meet member schools needs as they grow and to support the essential curriculum reform

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Salesforce (and associated services) are providing a seamless process for creating, managing and executing Professional Services

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We are supporting communications for the largest education sector in NSW and the NSW Government is able to effectively address disadvantage.

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Expand our services to regional office hub, including off site camp services, sporting facilities, and account management system.

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.... we consolidated existing services, partnerships and offerings (Evidence and Research/Capacity Building, Perspectives, GANE Initiatives [Teaching Schools Hubs, ITE Scholarships, Mentor and new Educator Courses], Research) and expanded the role of research & evidence and Teaching Schools Hubs across the sector.

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.... we grow and enhance existing services, partnerships (tertiary, school, research) and offerings (Evidence and Research/Capacity Building, Perspectives, GANE Initiatives [Teaching Schools Hubs, ITE Scholarships, Mentor and new Educator Courses], Research).

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That the AIS primary team have developed further networks that increase teachers' understanding and build their connections across the sector.

That the AIS primary team is widely known across all sectors as highly competent and professional.

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... We can provide the same technology services to staff and schools no matter where they are operating or working within the state.

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2023: Improved systems and resources to support consultant work in ever changing landscape

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Larger team and continue to lead the sector with innovative and cutting edge PL and research and best practice in safeguarding, including expanding to regional areas so that it considers local knowledge.

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... we refined existing services and offerings (Evidence and Research/Capacity Building, Perspectives, GANE Initiatives [Teaching Schools Hubs, ITE Scholarships, Mentor and new Educator Courses], Research).

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be an industry leader

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Independent Schools' Sector is better understood and respected by government and the wider community

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There would exist two or three AISNSW Regional hubs (North and South) connected with Universities to address the Equity challenge.

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AISNSW had a personalised website/my profile/automated email experience that automatically served users information that was relevant specifically to their role and school.

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1. We continue educating teachers and leaders on the Australian Professional Standards for Teachers (APST) as a valid and authentic description of teaching practice, allowing for professional reflection, growth and impact on teachers and students.

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More collaboration amongst teams - too siloed

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... our organisation is no longer using any legacy, on-premises applications or systems in our technology platforms.

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Activate strategic plan for more schools to be engaged with VET and partners for learning design, professional development and talent pipeline for schools.

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Develop of organisational cultural responsiveness through the implementation of a commitment to Aboriginal Education and Cultural Inclusivity as a core member service.

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Government compliance requirements for schools are clearer and more realistic

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1. Progressed with Salesforce business transformation and launched internally (internal)
2. Launch cyber security service and further embed IT Advisory Service (external)

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new system roll out/timeline established

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The commmunity has a better understanding of the independent sector , that it is not all elite schools-crosses all socio economic, cultural and religious sectors.

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As an organisation we have a cohesive and clear approach to supporting schools which is visible across the organisation. So that all messages are consistent and transparent.

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More resources/ staff are secured to support the P&P Team to enable the successful delivery of services and implementation of strategic thinking

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... there is an increased awareness of the Technology Advisory services available to member schools.

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By the end of 2026, wouldn't it be fantastic if we develop and raise our profile as an organisation. This will include developing relationships with other firms to enhance our offerings to members.

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Website and CRM live with all courses loaded for registration before November

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More focus and intentional actions/support to target Wellbeing of all students and opportunities to increase confidence and capacity of students with disability and mental health difficulties. Accessibility built into AIS content and website.

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1. Salesforce implemented and aligned to defined needs of professional services.

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Develop organisational growth and understanding through the development of a Reconciliation Action Plan that leads to diverse outcomes, including the need for secured and sustained funding for continuing impact and growth of implementation of Community Cohesion and Waratah Project, enabling the development of proactive and sustainable structures across NSW independent schools.

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Continued SS team cohesion and collaboration across portfolios.
Continued acknowledgement of work that SS does with supporting students with disabilities including the allocation of funding.
Collaboration with LDH and IT around assistive technologies in schools to support students.

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By the end of 2023, wouldn't it be fantastic if we have a plan in place to expand and improve our service offerings.

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That all independent K-6 teachers are aware of and feel supported and confident to implement the new K - 6 English and Maths syllabus.

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All AISNSW Policies and Guidelines reviewed and updated

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A specific dedicated person on the team/ budget to streamline the branding and presentation of all resources, communications and conferences.

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Keep our current team
Keep receiving positive feedback on training, advice and investigations.
strengthen templates and power points
recruit another investigator to prioritise training.
Strenghtening PL for our team

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Improving the technology system to have better working flexibility

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2028:

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2023:

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2026: