in unified systems, symbols, and structures. One visible expression is the uniform redesign completed in recent years. “Previously, girls wore red and boys wore blue,” Smith says.“We re-designed so both wear red-and-blue striped elements, symbolising one school. Middle School uniforms remain distinct to reflect the Diamond Model, but the Years 10–12 blazer unites students again.” CAPITAL PROGRAM: BUILDING FOR GROWTH AND ONE-CAMPUS EFFICIENCY With enrolments steadily rising (including a 5% growth spike in 2022), Calrossy has invested more than $20 million over the past nine years to modernize facilities and support growth—while being prudent in an inflationary cost environment. Key milestones include: • 2021: A $5 million building for Science, Creative Arts, and general teaching to support the Middle School. • 2025 (opening): An $11 million development featuring a new Music Centre, Independent Learning Centre (Learning Support), Middle School offices, additional classrooms, and a 300seat auditorium. • Infrastructure & Boarding: Approximately $2.5 million in car-parking and water mitigation (a major civil works undertaking with local government, given the campus topography), plus ongoing boarding upgrades—including single study bedrooms for older boarders. A major strategic priority is consolidating from two campuses to one, reducing duplication, improving staff and student flow, and strengthening cohesion. “It’s a master plan challenge,” Smith says.“Financial prudence matters; we’re careful not to over-capitalize. But the vision is a single, integrated campus that works with people and relationships at its heart.” STAFF EXCELLENCE, MENTORING, AND LEADERSHIP PIPELINES Calrossy’s academic reputation in the region is tied to experienced, high-performing staff and a deliberate investment in professional growth. “We put a big focus on mentoring,” Smith says.“We’ve developed our senior leadership and middle leaders— heads of department and stage coordinators—with coaching as a mindset. I also fund staff who mentor others.” The school participates in a teaching hub model: preservice teachers spend one day a week on campus, learning alongside experienced staff. “They don’t just turn up at a first job and get thrown in the deep end,” he adds. Leadership development is a constant—and complex—task. In a regional market where the next promotion may require changing schools, 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10 CALROSSY ANGLICAN SCHOOL
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