Jwacs strategic plan 2013 2016 final211013

Strategic Plan 2013 - 2016

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FOREWORD The past four years have been a successful period for John Wollaston Anglican Community School so it is with a strong sense of optimism that

School Council has ratified a new strategic plan which will guide the School’s direction for the four-year period 2013 – 2016.

This Strategic Plan presents new and enhanced initiatives to build on our strengths and create a Bright Future for each of our students. We believe

that our strategic direction will continue to consolidate our position as the school of choice in the region based on our ethos and values, excellence

in teaching and learning, pastoral care and whole school approach from Pre-Kindergarten to Year 12.

An important feature of the Plan is our new Mission:

We help our students discover their passion and direction in life and make a positive contribution in the world.

It is our priority to provide an inclusive learning environment in which students have the opportunity to explore their talents and creativity, strive

for personal excellence and develop as caring young people who seek to make a difference.

As a key stage of the development of the Strategic Plan an extensive consultation phase was undertaken with the school community. The Council

values this input and sincerely thanks the many staff, students, parents and the Chief Executive Officer of the Anglican Schools Commission, The

Reverend Peter Laurence, for their contribution.

The Council recognises that the continued involvement of staff and students, together with parent support, will be essential to the successful

implementation of the Strategic Plan. Progress will be reported to the school community on a regular basis.

School Council was delighted to engage consultant, Dr Liz Pattison, to facilitate the development of the new plan. Having guided the process for

the previous two plans, Dr Pattison is familiar with the School and respected for her engaging and inclusive manner.

The Strategic Plan 2013 – 2016 will guide our work for what promises to be an exciting period in the growth and development of John Wollaston

Anglican Community School.

Craig Bydder Anne Ford

CHAIRMAN OF SCHOOL COUNCIL PRINCIPAL

January 2013

Students, parents and staff provided the quotes at the foot of each page as part of the consultation phase of the 2012 strategic planning project.


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OUR MISSION

We help our students discover their passion and direction in life and make a positive contribution in the world.

OUR VISION At John Wollaston we believe everyone can enjoy a bright future, and our students are encouraged and equipped to make the most of their potential for themselves and their communities. As a Pre-Kindergarten to Year 12 co-educational Anglican School, we are distinguished by our ethos, values and whole school approach that enable students to make a seamless transition through all stages of schooling. We are a progressive and forward thinking school. In our safe and stimulating environment students have the opportunity to explore their talents and creativity, strive for personal excellence and be part of an inclusive community of learners. Our range of enriching programmes, Christian principles and the positive influences of our staff enable John Wollaston students to develop as inquiring, knowledgeable and caring young people, lifelong learners and global citizens who seek to make a difference in the world.

“I like the way the School community encourages you to be the best you can be.” (From a student)


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OUR CORE VALUES We are a nurturing Christian community, basing all we do on the values of:

RESPECT for ourselves, for others and the environment.

RESPONSIBILITY for our actions.

HONESTY in our interaction with others.

COMMITMENT to achieve our best in all we do.

“We recognise students of all different abilities. Our students learn to be accepting and nurturing. It is a special quality of the School.” (From a staff member)


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OUR STRATEGIC DIRECTION This Strategic Plan presents new and enhanced initiatives to build on our strengths and create a Bright Future for each of our students. In summary, our strategic direction over the next four years will focus on:

Continuing to enhance our position as the school of choice in the region based on our ethos and values, excellence in teaching and learning, pastoral care and whole school approach from Pre-Kindergarten to Year 12.

Continuing to develop as a vibrant faith community, integral to the mission of the Anglican Church, with opportunities for students to enrich their spirituality, serve others and develop as active and caring global citizens.

Developing our specialisation in Learning Enrichment with exemplary programmes for gifted and talented, learning support and students with special needs.

Enhancing the academic culture of the School, vocational education, and the unique benefits we provide to our students as a World School of the International Baccalaureate Organisation Primary Years Programme.

Responding to the priority identified by our school community to enhance co-curricular programmes, with a particular emphasis on building John Wollaston’s sporting culture and competitiveness; strengthening our specialisation in The Arts; and extending after school clubs.

Developing our pastoral care programmes and support to meet the changing needs of students and families, including a specific focus on mental health, safe practices online and responsible use of social media.

Recognising the central role of our staff in our success, focusing on staff wellbeing and developing targeted opportunities for professional learning.

Maintaining the high standard of the School campus and facilities, including learning environments specific to both very young children and 18 year olds in senior school.

“The whole child development is a special feature of the School.” (From a parent)


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OUR CORE ACTIVITIES

The Strategic Plan is delivered through two Core Activities:

1. Teaching and Learning

2. Christian Values and Pastoral Care

Enabled by:

3. Staff Attraction, Retention and Development

4. School Sustainability and Growth

For each we have identified:

The overall Outcome we aim to achieve;

Objectives; and

New and Enhanced Initiatives (each with Key Performance Indicators, Timeframes and Responsibilities) Our focus on enabling a Bright Future for every student and maintaining a strong presence in the community are integral parts of all aspects of the Strategic Plan.

“We love the values that are at school and follow them at home”. (From a parent)


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Core Activity 1: TEACHING AND LEARNING

OUTCOME: John Wollaston is a progressive, forward thinking and inclusive school. Our students are distinguished by their values and standards, pursuit of personal excellence and readiness to be active and caring global citizens.

Objective New and Enhanced Initiatives Key Performance Indicators Timeframe Responsibility

1.1 Enable a bright future for every student, by building on our strengths and specialisation in Learning Enrichment.

1.1.1 Develop a broad range of exemplary Learning Enrichment programmes, focusing on: a) Early intervention, literacy, numeracy,

and lifeskills programmes to enhance and extend Learning Support.

Programme evaluation.

Commence 2013

Head of Primary Assistant Deputy Head of Primary Deputy Principal (Teaching and Learning) Head of Learning Enrichment

b) Introducing new opportunities for the

development of gifted and talented students.

Level of student achievement. Enrolments and retention.

Commence 2013 Deputy Head of Primary Deputy Principal (Teaching and Learning) Assistant Deputy Head of Primary

c) Recognising our multicultural school

community and introducing English as a second language programmes, as required.

Programme evaluation. Commence 2013

Deputy Head of Primary Deputy Principal (Teaching and Learning)

d) Enhancing vocational programmes

and opportunities for students with special needs.

Student retention. Level of student achievement. Post-school destinations.

Commence 2013

Deputy Principal (Teaching and Learning) Head of Learning Enrichment

“The School is very willing to accept children with special needs – really believing in making a difference in each child’s life.

This is a reflection of family values within school life”. (From a parent)


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TEACHING AND LEARNING (continued)


1.1.2 Further develop our strengths and capacity in Learning Enrichment by: a) Expanding our specialist Learning

Enrichment Team, including allied health professionals.

Employment of a School Psychologist.

2014

Principal

b) Providing targeted professional

development in Learning Enrichment for all teaching staff and Educational Assistants.

Evaluation of professional learning and classroom implementation.

Commence 2013

Head of Primary Deputy Principal (Teaching and Learning) Head of Learning Enrichment

c) Pursuing partnerships with other

specialist providers to extend our range of support.

Partnerships investigated and/or formed.

Commence 2013 Principal Business Manager

d) Marketing and promoting our

specialisation in Learning Enrichment.

Enrolments. Commence 2013 Principal

“The children have a great sense of confidence in themselves from an early age. People outside the School comment on this”. (From a parent)


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1.2 Enable students to discover their passion and develop their potential through innovative programmes and learning environments.

1.2.1 Continue to develop the academic culture of the School by: a) Further developing our partnerships

with universities as a point of difference for John Wollaston.

Partnership outcomes. Post-school destinations.

Commence 2013

Deputy Principal (Teaching and Learning)

b) Developing partnerships and exploring eLearning opportunities to provide a wider range of course offerings.

Range of course offerings. Commence 2014


1.2.2 Continue to build vocational education opportunities by:

a) Further developing our range of on-

campus vocational qualifications.

Range of qualifications.

Commence 2013


b) Exploring programmes for

disengaged students in Years 9 and 10 to access the work environment and other opportunities while still within the pastoral care of the School.

Programme evaluation. Student retention. Student achievement.

Commence 2013

Deputy Principal (Teaching and Learning) Deputy Principal (Pastoral Care)

c) Expanding learning opportunities to fully use the new facilities in Design & Technology.

Programme evaluation. Commence 2013


d) Reviewing staffing and professional competencies for this expanding area of the School.

Appropriate staff qualifications. Commence 2013


“Teachers push us to our limits in a good way so we can learn as much as we can.” (From a student)


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1.2.3 Continue to develop the benefits of the IB in creating inquiring, knowledgeable and caring young people, including: a) Exploring the introduction of the IB

Middle Years Programme (MYP).

Decision on MYP.

2013 / 2014

School Council Principal Deputy Principal (Teaching and Learning)

b) Continuing to develop parent and

staff understanding of IB Primary Years Programme (PYP), including the strengths in literacy and numeracy.

Regular communication with parents and staff.

Commence 2013

Head of Primary Assistant Deputy Head of Primary

c) Developing marketing opportunities

to make John Wollaston’s status as an IB World School well known.

High profile in local media, John Wollaston and Anglican Schools Commission publications and IB

circles.

Commence 2013 Principal Assistant Deputy Head of Primary

d) Meeting the requirements of the PYP evaluation phase in 2015.

Successful evaluation. Commence 2013 Head of Primary Deputy Head of Primary Assistant Deputy Head of Primary

“We chose John Wollaston because of the inquiry based learning.” (From a parent)


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1.2.4 Develop innovative use of ICT to enhance teaching and learning, focusing on: a) Developing an online learning facility

with eLearning tutorials and a teaching and learning portal.

Establishment of portal.

Commence 2013

Head of Primary Deputy Principal (Teaching and Learning) Business Manager IT Manager

b) Further developing use of ICT in

Years 1 to 3. Integration of ICT in teaching and learning.

Commence 2013 Head of Primary

c) Embedding the one-to-one MacBook

programme in teaching and learning for Years 4 to 12.

Programme evaluation. Complete 2014 Head of Primary Deputy Principal (Teaching and Learning)

d) Enhancing staff professional learning

in the use of ICT. Integration of ICT in teaching and learning.

Commence 2013 Head of Primary Deputy Principal (Teaching and Learning)

1.2.5 Create a learning environment appropriate to young adults in Year 12 focusing on:

a) Innovative learning spaces.

Appropriate spaces created.

Build in 2014

Principal Business Manager Deputy Principals (Secondary)

b) Flexible timetabling. Catering to the needs of all students. Student retention.

2014 Deputy Principal (Administration)

c) Pastoral care implications. Student engagement. 2014 Deputy Principal (Pastoral Care)

“Students here are inquirers and like a challenge.” (From a Primary School student)


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1.2.6 Further develop our range of programmes and opportunities in Early Childhood Development by: a) Exploring the introduction of holistic

day care for under 3 year olds.

Decision on day care for 0 to 3 year olds.

Commence 2015

School Council Principal Business Manager Head of Primary

b) Further developing our programme for 3 to 5 year olds.

Meeting community needs. Programme evaluation.

Commence 2013

Head of Primary

c) Incorporating the Early Years

Learning Framework and Quality Standards into our Early Learning Centre, linking to the IB Primary Years Programme.

Meeting Federal Government requirements.

2013 Head of Primary Assistant Deputy Head of Primary ELC Coordinator

1.2.7 Further develop our partnership with parents in the education of their children through briefings, workshops and forums, etc.

Level of communication and parent participation.

Commence 2013

Head of Primary Deputy Principal (Teaching and Learning)

“Staff are helpful, supportive and motivated to help everybody”. (From students)


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1.3 Enhance opportunities for development of the whole child through our co-curricular programme.

1.3.1 Develop a stronger sporting culture, sporting competitiveness and pride in representing the School by:

a) Reviewing the sports programme to further develop sporting skills and participation.


Commence 2013

Head of Primary Deputy Principal (Teaching and Learning) Deputy Principal (Pastoral Care)

Head of Health and Physical Education

b) Developing competitive sporting

teams, including access to experienced coaches.

Sporting results. 2014 Head of Primary Deputy Principal (Teaching and Learning) Deputy Principal (Pastoral Care) Head of Health and Physical Education

c) Developing water sports at

Champion Lakes. Programme evaluation Commence 2013 Head of Primary

Deputy Principal (Teaching and Learning) Deputy Principal (Pastoral Care) Head of Health and Physical Education

1.3.2 Develop a stronger Arts culture by:

a) Introducing and further developing programmes and participation in The Arts.

Programme evaluation. Student retention.

Commence 2013

Deputy Principal (Teaching and Learning) Head of The Arts

b) Targeting Music and Dance as areas

of specialisation. Programme evaluation. Student uptake. Student retention.

Commence 2013 Head of Primary Deputy Principal (Teaching and Learning) Business Manager Head of The Arts

“Co-curricular opportunities have helped our son develop a sense of belonging in the School community and contributed overall to a growing sense of confidence and independence.”. (From a parent)


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1.3.3 Further develop the clubs programme:

a) Review the clubs programme to provide greater opportunities, reflecting student interests.

Clubs choice.

Annual review in Term 4

Deputy Principal (Pastoral Care) Deputy Head of Primary

b) Explore relevant external

programmes including the Active School Community Sports Programme.

Introduction of external programmes.

Commence 2013 Principal Head of Primary

1.4 Respond effectively to State and national educational initiatives.

1.4.1 Introduce National Curriculum.

Implementation according to national requirements.

As required


1.4.2 Integrate State and other national requirements into the curriculum and co-curricular programme.

Implementation according to State and national requirements.

As required

Head of Primary Deputy Principal (Teaching and Learning) Deputy Principal (Pastoral Care) Deputy Head of Primary Assistant Deputy Head of Primary

1.5 Enhance operational effectiveness.

1.5.1 Review the timetable, academic streaming and school structures.

Reviews completed and actioned, as appropriate.


Deputy Principal (Administration) Deputy Head of Primary

“The approachability of staff and parents being known by the teachers is a distinguishing feature of John Wollaston.” (From a parent)


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Core Activity 2: CHRISTIAN VALUES AND PASTORAL CARE OUTCOME: As a school we are renowned for our Christian values, inclusivity and pastoral care. Our students are happy, confident and caring young people who want to make a difference in the world.


2.1 Continue to develop our Christian mission as an Anglican school.

2.1.1 Review and enhance the Religious and Values Education Programme (RAVE) and build teacher resources, linking to Anglican Schools Commission initiatives.

Programme evaluation

Commence 2013

Deputy Principal (Teaching and Learning) Assistant Deputy Head of Primary Chaplain

2.1.2 Enhance opportunities for students to develop their faith and spirituality.

Student feedback.


Principal Chaplain

2.1.3 Investigate introducing a Year 12 retreat.

Decision on Year 12 retreat.

2013

Deputy Principal (Pastoral Care) Chaplain

2.1.4 Continue to broaden and enrich the role of our Chaplain, tapping into specific gifts and skills.

Level of involvement in the life of the School. Feedback from students, parents and staff.


Principal

“The School encourages a caring, respectful approach to life and I can see that coming through in the way my boys deal with their family and friends”. (From a parent)


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CHRISTIAN VALUES AND PASTORAL CARE (continued)


2.2 Develop our students as active and caring global citizens who seek to make a difference in the world.

2.2.1 Research and progressively introduce a values- based, Christian Service Learning programme, including:

a) Creating a specific focus for each Year Group.

Programme established. Programme evaluation.

Commence 2013

Principal Executive Chaplain

b) Developing partnerships with the local community and Anglican agencies to create mutually beneficial Christian Service Learning opportunities.

Partnership outcomes. Annual review in Term 4


c) Continuing to participate in the Anglican Schools Commission’s Reachout initiatives.

Level of participation. Annual linked to timing of initiatives


2.3 Maintain the safe, caring and nurturing environment within the School.

2.3.1 Develop responsible use of ICT and social media, including:

a) Developing safe practices online for all students.

Student online practice in the School



b) Communicating with the School community on matters of ICT and social media.

Level of communication Annual review in Term 4


2.3.2 Continue to provide opportunities for students to develop respect, acceptance and social justice based on our strengths as an inclusive, multicultural school community.

Level of internal and external recognition as an inclusive school. Indicators of student wellbeing.



“I like how we have buddies in other classes.” (From a student) “If you need help from anyone they are always really friendly.” (From a student)


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CHRISTIAN VALUES AND PASTORAL CARE (continued)

Objective New and Enhcnced Initiatives Key Performance Indicators Timeframe Responsibility

2.4 Maintain and develop our strengths in pastoral care.

2.4.1 Focus on the emotional resilience, health and wellbeing of all our students, including:

a) Investigating and introducing a whole school approach to developing resilience.

Programme established. Programme evaluation.

Commence 2013


b) Exploring how best to provide professional allied health support for students’ health, mental health and wellbeing.

Support provided. Commence 2013 Deputy Principal (Pastoral Care) Deputy Head of Primary

c) Further develop parent forums and guest speakers focusing on child wellbeing.

Level of communication and parent participation.

Commence 2013 Head of Primary Deputy Principal (Teaching and Learning) President of the P&F

2.4.2 Extend opportunities for students’ personal development and sense of belonging to a caring whole school community, focusing on:

a) Extending cross-school links for students, including buddy system and mentoring.


Commence 2013


b) Further developing student leadership and empowerment opportunities.

Programme evaluation. 2014 Deputy Principal (Pastoral Care) Deputy Head of Primary

c) Further developing Points of Transition strategies to facilitate student progression from Pre-Kindergarten to Year 12.

Indicators of student wellbeing. Level of parent and student satisfaction. Student retention.

2014 Deputy Principal (Pastoral Care) Deputy Head of Primary

d) Enhancing staff professional learning in relation to pastoral care.

Access to, and evaluation of, appropriate professional learning.

Commence 2013 Deputy Principal (Pastoral Care) Deputy Head of Primary

“Students here are very passionate, committed, responsible, helpful, kind, open-minded and amazing.” (From Year 5 and 6 students)


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3. STAFF ATTRACTION, RETENTION AND DEVELOPMENT

OUTCOME: John Wollaston is a school of choice, attracting and retaining the highest quality people and recognised for professional excellence.


3.1 Create opportunities for career development and professional learning.

3.1.1 Increase access to targeted professional learning, including: a) Developing inhouse professional

learning programmes linked to strategic plan priorities, including performance improvement.

Achievement of professional learning objectives.


Head of Primary Deputy Principal (Teaching and Learning) Deputy Principal (Administration) Business Manager

b) Establishing a staff exchange programme.

Programme introduced. Programme evaluation.

Commence 2013 Principal Head of Primary

c) Exploring opportunities with universities for post graduate studies and staff involvement in research projects.

Level of staff involvement. Commence 2013 Deputy Principal (Teaching and Learning) Deputy Head of Primary

3.1.2

Enhance career development opportunities.

Uptake of opportunities. Staff feedback.


Principal

“Professional teaching staff elsewhere have heard of John Wollaston and it has a great name.” (From a parent)


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STAFF ATTRACTION, RETENTION AND DEVELOPMENT (continued)


3.2 Position John Wollaston as a school of choice for staff.

3.2.1 Focus on the pastoral care and wellbeing of staff: a) Be responsive to staff work / life

balance.

Staff retention. Staff absenteeism. Evaluation of strategies. Staff feedback.

Complete 2013

Principal Executive

b) Further develop staff acknowledgement, school-wide, including celebrating the external recognition of our staff.

Staff retention. Staff absenteeism. Evaluation of strategies. Staff feedback.

Complete 2013 Principal Executive

c) Provide an annual staff wellness day. Staff retention. Staff absenteeism. Evaluation of strategies. Staff feedback.

Complete 2013 Principal Head of Wellness Committee

3.2.2 Facilitate the needs of staff at specific points in their career, eg:

From graduate to employee.

Transition to middle management.

Transition from middle management to Executive.

Transition to retirement, with opportunities for ongoing involvement with the School.

Staff feedback.


Principal

“We are of a size where we get to know the majority of the students.” (From a staff member) “Staff are interesting to talk to and interested to listen.” (From a student)


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4. SCHOOL SUSTAINABILITY AND GROWTH

OUTCOME: John Wollaston is recognised as a progressive school that is developing and growing, with inspirational leadership and the facilities and resources to deliver a high quality education.


4.1 Further develop the School’s identity, recognition and reputation.

4.1.1 Implement and build on the Bright Futures strategy, creating a distinctive profile for the School.

Enrolments.

Implement 2013 Annual review in Term 4

Principal

4.2 Maintain and enhance the School’s presence in the local community.

4.2.1 Develop mutually beneficial community relationships, including:

a) Involvement with local community

groups and events.

Level of involvement.


Principal Business Manager

b) Encouraging community involvement

at the School. Level of involvement. Annual review in

Term 4 Principal Business Manager

c) Investigating effective community use

of School facilities outside school hours.

Decisions on community use of School facilities.


Principal Business Manager

“The School embraces things and is forward thinking”. (From a parent)


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SCHOOL SUSTAINABILITY AND GROWTH (continued)


4.3 Develop mutually beneficial partnerships and relationships.

4.3.1 Continue to promote the benefits of participation in the Parents & Friends Association.

Level of participation in School community events and initiatives.


Principal Business Manager President of the P&F

4.3.2 Maintain and develop relationships with other Anglican Schools, agencies and worshipping communities.

Outcomes of relationships.



4.4 Maintain the high standard of the School campus and facilities.

4.4.1 Develop and implement a new Master Plan with tailored capital development aligned to strategic plan priorities.

Master Plan development and implementation.

Commence 2013

School Council

4.4.2 Develop and implement a new ICT Plan.

ICT Plan development and. implementation.

Develop by end 2014

Executive IT Manager

4.4.3 Investigate sustainability initiatives for buildings and grounds and implement where feasible.

Sustainability initiatives identified and actioned.


Business Manager

4.5 Maintain the School’s sound financial position.

4.5.1 Review and align the 10 Year Financial Plan to enrolments, growth and Anglican Schools Commission key performance indicators.

Ratification by Anglican Schools Commission.


School Council Business Manager

4.5.2 Investigate the development of a School Foundation.

Investigation completed and actioned as appropriate.

Launch 2014 School Council Principal Business Manager

“The large grounds which are looked after well are a special feature of the School.” (From a staff member)

“The School has more of a rural feel and sense of space compared to others.” (From a parent)

John Wollaston Anglican Community School Strategic Plan 2013 – 2016 Adopted by School Council on 27 November 2012 Website: www.jwacs.wa.edu.au

A school of the Anglican Schools Commission Inc.

Documents

Jwacs strategic plan 2013 2016 final211013