CORINDA STATE HIGH SCHOOL - e qresources.corindashs.eq.edu.au/files/Policy_PDFs/Strategic...

CORINDA STATE HIGH SCHOOL

STRATEGIC PLAN

2012-2015

November 2011

Corinda State High School Strategic Plan 2012-2015 2


SUMMARY OF STRATEGIC PLAN – 2012 TO 2015

Direction Results Focus

1. Purpose Statement

· Corinda State High School develops young people who can participate in a dynamic society, take responsibility, engage in life-long learning and contribute to the stewardship of the earth.

2. Vision

· Corinda State High School exceeds all expectations.

3. Values

We value:

· personal excellence

· curiosity

· inclusivity

· self worth& resilience

· an orderly learning environment

7. KPIs · Year 12 outcomes

· Eligible students above NMS

· Gap between Aboriginal and Torres Strait Students in reading and numeracy scores

· Average attendance rates for Aboriginal and Torres Strait Students

· Satisfaction of parents

· Satisfaction of students

· Student leadership

· Satisfaction of staff

· Brand health

5. Strategic Thrust

To build on our reputation as a leading Public School in Brisbane which strives for personal and academic excellence

6. Priorities and Projects

6.1 Powerful learning and innovative curriculum

· Signature programs for high achievers

· Individual Academic coaching

· Use of emerging technologies for 21st century learning

· Dimensions of Learning

· Culture of data driven improvement

· School-wide numeracy and literacy programs

8. Outcomes/ Milestones

· A Master Plan to guide future development (by 2012)

· A consistent approach in the delivery of curriculum, planning and implementation to improve learning. (by 2013)

· High quality teaching focused on the achievement of every student (by 2013)

· Develop a comprehensive Junior Secondary model (by 2014)

· Enhanced VET offering in Cert III & IV courses (by 2015)

· Strategies in place for offsetting carbon emissions (by 2015)

· Significantly reduced our carbon emissions

· Range of signature programs in Junior Secondary (by 2015)

· School is recognised as a leader in sporting excellence (by 2015)

· School has a strong reputation for fostering the arts (by 2015)

· School is acknowledged as the school of choice for Science innovation (by 2015)

· Effective use of communication tools

· ‘One Caring Adult Strategy’

6.2 Sense of community

· Student leadership program

· School-wide positive behaviour program

· Broad Based Co-Curricular Programs

·

6.3 Exceptional staff

· Corporate learning framework

· School of Choice for Staff

· Professional Learning Teams

· Whole school approach to instructional leadership

4. Competitive Advantage

· Academic coach assists every student to achieve personal excellence

· Exceptional Teachers

· Strong leadership that is shared

· One caring adult connects with every student

· Many and varied pathways

· School of choice for Science Innovation · Carbon neutral status

6.4 Corporate excellence

· Master Plan for the campus

· Optimise systems and processes

· carbon neutral status


PLAN IN DETAIL


1. PURPOSE STATEMENT

Corinda State High School develops young people who can participate in a dynamic society, take responsibility, engage in life-long learning and contribute to the stewardship of the Earth.

2. VISION

Corinda State High School exceeds all expectations.

3. VALUES

The school motto is “Hodie Quoque Cras” (Not only for today, but for tomorrow also). The following values support the motto:

Curiosity Personal Excellence Self Worth& Resilience Inclusivity A disciplined learning environment

4. COMPETITIVE ADVANTAGE

They key points of difference that distinguish Corinda State High School from its competitors are, and will continue to be:

Academic coach assists every student to achieve personal excellence Exceptional Teachers Strong leadership that is shared One caring adult connects with every student Many and varied pathways School of choice for Science Innovation

5. STRATEGIC THRUST

The strategic thrust for this Corinda SHS strategic plan is: To build on our reputation as a leading Public School in Brisbane which strives for personal and academic excellence.


6. STRATEGIC PRIORITIES, OBJECTIVES AND PROJECTS

Four priority areas have been determined to be key components of the future direction of Corinda State High School, both in the short term and over the next three years. These priorities, and their objectives, are:

Strategic priorities Objectives · Powerful learning and Innovative

Curriculum · To create an environment for students to excel in their learning through the provision of an innovative curriculum in

a unique and challenging learning environment · Sense of community · To connect the whole school community to learning and family partnerships that lead to student outcomes that

exceed all expectations · Exceptional staff · To build a culture of learning · Corporate excellence · To create a dynamic, agile and sustainable organisation


6. STRATEGIC PRIORITIES, OBJECTIVES AND PROJECTS (CONTINUED)

The projects to support the priorities are listed below.

Powerful learning and innovative curriculum Sense of community · Implement Dimensions of Learning across the whole school to ensure

development of high order thinking skills, common language and high levels of student engagement

· Develop a culture of data driven improvement among staff, students and parents to inform teaching strategies tailored to individual students

· Systematically develop school-wide numeracy and literacy programs that equip our students with the tools to be competitive in their chosen pathways

· Enhance and diversify the signature programs for high achievers in junior secondary to ensure a successful transition to senior and to position Corinda SHS as the school of choice in Brisbane

· Provide every student in the senior school with an academic coach to ensure every student is on the right learning pathway, cater for individual requirements, and ensure highest potential is reached

· Provide all students with transformational learning through the use of emerging technologies to enable collaborative, 21st Century learning and prepare them for life in a global community

· Develop a Marketing and communication plan to promote the quality and calibre of students at CSHS and lift perceptions of the school

· Implement ‘One Caring Adult Strategy’ across the whole school to ensure every student is case-managed, is on track, and has a sense of belonging, and to provide a ‘one stop shop’ for parents

· Refine and enhance the student leadership program across the whole school to develop resilience, values and character, high calibre leaders and contributing world citizens

· Implement school-wide positive behaviour program to ensure a high expectation and common language around student and staff behaviour

· Provide a broad based co-curricular program to ensure well balanced holistic learning opportunities exist.

Exceptional staff Corporate excellence · Develop a performance framework for teaching staff to support their

professional growth at the organisational, school and personal level

· Design and implement a whole of school approach to instructional leadership to enable truly powerful learning

· Implement a corporate learning framework to develop a dynamic, agile staff who are all committed to, and focused on, the development of a culture of learning

· Recruit staff with high quality skills, and deploy the whole school workforce in ways that contribute to school improvement.

· Design a Master Plan for the campus to prepare for the introduction of Year 7 students, covering both facilities and services

· Ensure knowledge management and business continuity practices are continually reviewed and enhanced.

· Initiate behaviour change within the school community to achieve carbon neutral status and other markers of environmental responsibility

· Maintain policies and procedures that are conducive to optimal teaching and learning.


7. KEY PERFORMANCE INDICATORS

Progress and success in implementing the plan will be gauged by the measures listed in the table below.

Priority Area Measures Measurements Historical Targets

2011 2012 2013 2014 2015

Powerful learning and Innovative Curriculum

Year 12 outcomes

· OP 1-5 30% 32% 34% 35% · OP 1-15 63% 85% 88% 89% 90% · VET qualifications 100% 100% 100% 100%

· QTAC offers 97% 98% 99% 100%

· QCE/QCIA 100% 100% 100% 100%

· Next Step Data – · % of students taking up university

studies · % of students in meaningful pathways

38.3 73

45 85

50 90

55 95

60

100%

Eligible students above NMS

· % of students in upper 2 bands of each domain –

· Reading · Writing · Spelling · Grammar & Punctuation · Numeracy

21.1 28

28.4 13.2 25.8

25 29 30 20 27

27 30 31 24 29

29 31 32 27 31

30 32 33 30 33

· Reading · writing · spelling · grammar& punctuation · numeracy

93.6 88

92.7 87

94.4

95 92 95 90 95

96 95 97 93 98

98 97 98 96 99

100 100 100 100 100

Gap between Aboriginal and Torres Strait Students in reading and numeracy scores

· Reading · writing · spelling · Grammar& punctuation · numeracy

72.2 77.8 88.9 61.1 72.2

78 85 92 70 78

85 90 95 80 82

92 95 97 90 90

100 100 100 100 100


Priority Area Measures Measurements Historical Targets

2011 2012 2013 2014 2015

Sense of community

Average attendance rates · Increase in average attendance rates 92% 93% 94% 95% 96%

Aboriginal and Torres Strait Islander Students attendance

· Increase in average attendance rates 90% 91% 92% 94% 96%

Satisfaction of parents · % of parents satisfied they are getting a

good education at CSHS 75 78 80 82 84

Satisfaction of students · % of students satisfied they are getting

a good education at CHS 70.3 79 82 83 85

Student leadership · % of students exiting with Level 2 in

AVL 97% 100% 100% 100% 100%

Exceptional staff

Satisfaction of staff

· % of school staff satisfied with access to professional development

60.7 64 68 70 72

· % of staff satisfied with the morale within the school

74.8 80 83 86 88

Corporate excellence Brand health

· Full enrolment capacity 95% 98% 100% 100% 100%

· Quantitative measures in relation to the school community reach, perceptions of satisfaction and community engagement

60% 65% 70% 75% 80%


8. OUTCOMES AND MILESTONES

By the end of 2015 it is expected that the following will have been achieved as a result of the implementation of this plan:

A Master Plan to guide future development (by 2012)

Developed a comprehensive Junior Secondary model (by 2014)

Enhanced VET offering in Cert III & IV courses

Strategies in place for offsetting carbon emissions

Significantly reduced our carbon emissions

Range of signature programs in Junior Secondary

School is recognised as a leader in sporting excellence

School has a strong reputation for fostering the arts

School is acknowledged as the school of choice for Science innovation

Recognised for successful and relevant Languages Education programs.

Full service school concept strongly supported by enrolments.


IMPLEMENTATION SCHEDULE


9. IMPLEMENTATION SCHEDULE

9.1 Powerful learning and innovative curriculum

Objective: To provide opportunities for students to excel in their learning through the provision of an innovative curriculum in a unique and challenging learning environment.

Projects Deliverables Resp Assist Time 9.1.1. Implement Dimensions of Learning

across the whole school to ensure development of high order thinking skills, common language and high levels of student engagement

· Provision of Professional Development program for all staff. · Ongoing support for staff through mentoring and coaching. DP HOD T1 2012/ 2015

9.1.2. Develop a culture of data driven improvement among staff, students and parents to inform teaching strategies tailored to individual students

· Ongoing knowledge development that leads to action research projects that are supported through the analysis of data.

· All staff use individual student data. DP HOD T1 2012/ 2015

9.1.3. Systematically develop school-wide numeracy and literacy programs that equip our students with the tools to be competitive in their chosen pathways

· Diagnostic testing of students on entry · Implementation of whole school literacy and numeracy plans. · Allocate literacy and numeracy coaches to support staff · Provide professional learning in effective numeracy and literacy

strategies.

DP HOD 2014

9.1.4. Enhance and diversify the offerings for high achievers in junior secondary to ensure a successful transition to senior and to position Corinda SHS as the school of choice in Brisbane

· Review structure and content of signature programs to ensure all students are being extended.

· Develop key teachers’ expertise in catering for students with exceptional abilities.

DP HOD T2 2012/ T3

2012

9.1.5. Provide every student in the senior school with an academic coach to ensure every student is on the right learning pathway, cater for individual requirements, and ensure highest potential is reached

· Refinement and review of academic coaching model · Development of key staff to ensure appropriate support provided for

students · Develop capacity of students to set and review goals.

DP HOD T1 2012/ T4

2012


9. IMPLEMENTATION SCHEDULE (continued)

Projects Deliverables Resp Assist Time 9.1.6. Provide all students with

transformational learning through the use of emerging technologies to enable collaborative, personalised learning and prepare them for life in a global community

· Provision of infrastructure to support 1 to 1 learning · Provide all students with access to an electronic device and support

with technical assistance. · Explore the capacity of technologies to improve student learning and

to prepare students for their futures. · Develop pedagogical understanding of 1 to 1 learning.

Principal IT HOD T1 2012/ 2013

9.2 Sense of community

Objective: To connect the whole school community to learning and family partnerships that lead to student outcomes that exceed all expectations

Projects Deliverables Resp Assist Time 9.2.1. Develop a comprehensive marketing

plan to promote the quality and calibre of students at CSHS and lift perceptions of the school

· Engage consultant to develop marketing plan · Implement key strategies to reduce the drift outside the catchment · Development of clear communication systems

Principal BSM T1 2012/ T2 2012

9.2.2. Implement ‘One Caring Adult Strategy’ across the whole school to ensure every student is case-managed, is on track, and has a sense of belonging, and to provide a ‘one stop shop’ for parents

· Implement clearly articulated systems and processes · Provide ongoing support for key staff · Provide education program for Parents and students on strategy

DP HOD/GO T1 2012/

2014

9.2.3. Refine and enhance the student leadership program across the whole school to develop resilience, values and character, high calibre leaders and contributing world citizens

· Review delivery and structure of the Student Leadership Program · Implement High Resolves program to provide enhanced opportunities

for students · Support initiative with appropriate staff and resources

DP HOD T1 2012/

2013

9.2.4. Implement school-wide positive behaviour program to ensure a high expectation and common language around student and staff behaviour

· Promotion of positive behaviour expectations through marketing with students

· Explicit teaching of schoolwide expectations · Implementation of positive rewards system · Ongoing data analysis of behaviour records

DP HOD T1 2012/

2014



9.2.5. Provide a broad based co-curricular program to ensure well balanced holistic learning opportunities exist.

· Develop skills, character, teamwork and leadership capabilities through the expansion of a range of relevant interesting and vibrant co-curricular programs

· Provide opportunities for staff to interact with, care for and mentor students beyond the classroom

· Provide a ‘full service’ school concept where students can access extra curricular programs before and after school

Principal HODs T1 2012 /

2014

9.3 Exceptional staff

Objective: To build a culture of learning

Projects Deliverables Resp Assist Time 9.3.1. Develop a performance framework

for teaching staff to support their professional growth at the organisational, school and personal level

· Implement accountabilities as per Developing Performance Framework.

DP HOD T1 2012/ T4

2012

9.3.2. Design and implement a whole of school approach to instructional leadership to enable truly powerful learning

· Develop a consistent approach to lesson structure. · Support staff through lesson observations and formal feedback loops. · Enable staff to visit and share classroom observations. · Implement collaborative teacher learning processes such as triads as a

key means of creating a culture of observation of, and feedback about, practice.

DP HOD T2 2012/ 2013

9.3.3. Implement a corporate learning framework to develop a dynamic, agile staff who are all committed to, and focused on, the development of a culture of learning

· Provision of high quality Professional Development opportunities. · Provision of Aspirant Program. · Maintain a strong school leadership team that provides research and

development capacity for the school. · Provision of induction and mentoring program.

Principal DP T1 2012/ T4

2012

9.3.4. Recruit staff with high quality skills, and deploy the whole school workforce in ways that contribute to school improvement.

· Maintain close partnerships with Universities. · Promotion of school achievements through education networks. · Implementation of workforce plan. Utilisation of Skyscraper data to inform future staffing needs.

Principal BSM Ongoing



9.4 Corporate excellence

Objective: To create a dynamic, agile and sustainable organisation

Projects Deliverables Resp Assist Time 9.4.1. Design a Master Plan for the campus

to prepare for the introduction of Year 7 students, covering both facilities and services

· Explore available models for large school capacity. · Consider implications of middle schooling and operation of school

services. · Implement a coordinated whole school maintenance program to

improve standard of facilities and grounds across the school. · Provide, maintain and expand facilities and services that are conducive

to optimal teaching and learning.

BSM Principal T3 2012/ 2014

9.4.2. Knowledge management and business continuity practices are continually reviewed and enhanced.

· Review and improve systems and processes to ensure more efficient and timely service to the whole community and stakeholders (excellent customer service)

BSM Principal T2 2012/ 2013

9.4.3. Initiate behaviour change within the school community to achieve carbon neutral status and other markers of environmental responsibility

· Engage project manager to assist in ascertaining the school’s carbon footprint.

· Develop an action plan to target areas for carbon reduction. · Promote an integrated whole school approach to environmental

sustainability encouraging an understanding among students, staff and parents that they are individually and collectively responsible for reducing the school’s environmental footprint.

DP

HOD T3 2012/ 2015


10.PROJECT ASSESSMENT

1.1 Implement Dimensions of Learning across the whole school to ensure development of high order thinking skills, common language and high levels of student engagement

1.2 Develop a culture of data driven improvement among staff, students and parents to inform teaching strategies tailored to individual students

1.3 Systematically develop school-wide numeracy and literacy programs that equip our students with the tools to be competitive in their chosen pathways

1.4 Enhance and diversify the signature program for high achievers in junior secondary to ensure a successful transition to senior and to position Corinda SHS as the school of choice in Brisbane

1.5 Provide every student in the senior school with an academic coach to ensure every student is on the right learning pathway, cater for individual requirements, and ensure highest potential is reached

1.6 Provide all students with transformational learning through the use of emerging technologies to enable collaborative, personalised learning and prepare them for life in a global community

2.1 Develop a comprehensive marketing plan to promote the quality and calibre of students at CSHS and lift perceptions of the school

2.2 Implement ‘One Caring Adult Strategy’ across the whole school to ensure every student is case-managed, is on track, and has a sense of belonging, and to provide a ‘one stop shop’ for parents

2.3 Refine and enhance the student leadership program across the whole school to develop resilience, values and character, high calibre leaders and contributing world citizens

2.4 Implement school-wide positive behaviour program to ensure a high expectation and common language around student and staff behaviour

3.1 Develop a performance framework for teaching staff to support their professional growth at the organisational, school and personal level

3.2 Design and implement a whole of school approach to instructional leadership to enable truly powerful learning

3.3 Implement a corporate learning framework to develop a dynamic, agile staff who are all committed to, and focused on, the development of a culture of learning

4.1 Design a Master Plan for the campus to prepare for the introduction of Year 7 students, covering both facilities and services

4.2 Review and improve systems and processes to ensure more efficient and timely service to the whole community and stakeholders (excellent customer service)

4.3 Initiate behaviour change within the school community to achieve carbon neutral status and other markers of environmental responsibility

1.1 1.6

High 4

3

2

1

0

Eff

ort

/exp

ense

Low

1 2 3 4

Effect on student outcomes

High

1.3 3.2 2.1

4.2 2.4 1.4

3.3 4.1 4.3

2.3 3.1

1.5

1.2

2.2

1.6 1.1

CORINDA STATE HIGH SCHOOL - e qresources.corindashs.eq.edu.au/files/Policy_PDFs/Strategic...

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