Strategic Improvement Plan 2021-2024 - Crossmaglen Public School 1685 - AWS
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Strategic Improvement Plan 2021-2024
Crossmaglen Public School 1685
Page 1 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021School vision and context
School vision statement School context
Our holistic approach to education fosters each child in their individual learning journey Crossmaglen Public School was established in 1936 and is nestled in the foothills of the
towards academic success. We work with our extended school community to develop an Crossmaglen Valleys on the NSW Mid North Coast, 20km south of Coffs Harbour.
authentic sense of self, place and belonging. Within our care, students are well equipped to
grow and prosper as individuals, to value diversity and appreciate their impact within this Crossmaglen Public School values academic excellence that is inspired through a
rapidly changing world. connection with our students, community and unique environment. It is this connection that
inspires confident learners who are able to embrace challenges and develop both their
academic and personal growth.
In addition to the academic pursuits, the school provides a broad range of activities
including the performing arts, music, Gumbaynggirr cultural programs and a strong focus on
environmental education.
The semirural location enables the students to be nurtured in nature and provides
opportunities for sustainable practices, authentic outdoor education and participation in the
Stephanie Alexander Kitchen and Garden Program.
The school is committed to improving effective classroom teaching that is responsive and
monitored to ensure 'point of need' teaching. Structures will be in place to gather data, track
and deliver learning that is individualised and differentiated. Pre and post assessment will
assess the impact of support throughout the school. Continual professional development
will develop quality summative and formative assessment and classroom observations will
ensure best practice.
Crossmaglen Public School is committed to a partnership with other Mid Coast Valley
schools to provide supportive teaching and learning environments and sporting
opportunities.
The school currently has 46 students from a range of socio-economic backgrounds. The
current Family Occupation and Education Index (FOEI) is 90 with 5% identifying as
Aboriginal and 9% from an English as an Additional Language or Dialect (EAL/D)
background.
Page 2 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021Strategic Direction 1: Student growth and attainment
Purpose Initiatives Success criteria for this strategic direction
To ensure continued growth and achievement for all Data informed practices Student assessment data is explicitly used school-wide to
students in literacy and numeracy. All staff will use data to identify student achievement and inform teaching
differentiate and reflectively adapt practices to meet the Establish a whole school literacy and numeracy focus to practice. All teachers use formative assessment data to
learning needs of individual students. The school will have regularly assess, collate and analyse student progress to accurately track and monitor student achievement data in
a deliberate and purposeful focus on developing staff inform next steps in teaching. Systematic analysis of data literacy and numeracy.
capabilities within a culture of high expectations and to personalise learning and differentiate teaching for all
quality teaching practices. students, as well as track progress and growth. Teaching programs and classroom practice demonstrate
the whole school focus on improving literacy and
* Embed and use evidence-based professional learning numeracy. All teachers have a sound understanding of
Improvement measures models to build teacher capabilities and collective student assessment and data concepts. All teaching and
pedagogical practice. learning programs are responsive to the needs of all
Target year: 2022
learners, showing evidence of revision based on feedback
* High impact professional learning on use of literacy and on teaching practices, student assessment and
System-negotiated target - Reading
numeracy data to personalise learning and continuous tracking of student progress and achievement.
understanding.
At least 10 students will achieve in the top two bands in
NAPLAN.
* Expert and continuous use of student assessment data
to reflect on teaching effectiveness and provide
Evaluation plan for this strategic direction
System-negotiated target - Numeracy
individualised, explicit, differentiated and responsive
Question:
learning opportunities.
At least 10 students will achieve in the top two bands in
NAPLAN. Has the school improved expected student growth and the
* Review and adapt practice to ensure reliable formative
number of students in the top two bands?
Target year: 2023 and summative assessment tasks are used to analyse
student progress, evaluate growth over time and report
Data:
Expected growth - Reading student achievement.
Data sources will include:
Effective Classroom Practice
Improvement in the percentage of students achieving
expected growth in reading to be at least 70%. • NAPLAN Data
Develop a comprehensive staff professional learning
program that builds teacher capacity to differentiate • PLAN2 - Learning Progressions
Expected growth - Numeracy
curriculum, inform teaching practice and provide feedback • Essential Assessment and school based
to students. assessments
Improvement in the percentage of students achieving
expected growth in numeracy to be at least 70%. • Science of Reading and school based assessments
* Use the WWB 2.0 as a guiding document to initiate,
develop and evaluate best practices in explicit teaching, • Student PLP's
high expectations, assessment, feedback and use of data
to inform practice. • SCOUT - Value Add Data
• Student work samples
* Coherent and engaging curriculum scope and sequence
with effective pedagogy. Analysis:
* Professional learning opportunities to share and gain Ongoing analysis will measure the success of initiatives
expertise in evidence-based quality teaching practices. and identify areas for improvement.
* Teaching staff develop and guided by a collective code Implications:
Page 3 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021Strategic Direction 1: Student growth and attainment
Initiatives Evaluation plan for this strategic direction
of collaboration to plan, develop, refine and share
teaching and learning programs. Modifications and adjustments will be made according to
the findings.
* Application of guides: Effective Reading Kindergarten to
Year 2 & Improving Reading Comprehension Years 3 to
8.
Page 4 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021Strategic Direction 2: Excellence through connection
Purpose Initiatives Success criteria for this strategic direction
To develop a whole school culture where students have Teachers demonstrate increased expertise in teaching
an authentic sense of self, place and belonging. This aims Wellbeing and responding to well being practices. Planning and
to foster happy, successful and productive individuals who provision for learning is informed by holistic information
are engaged and attend school regularly. Our students Embed a whole-school wellbeing approach that enables about each student's wellbeing and learning needs in
will be positive contributors to the school and society. every student to connect, succeed and thrive in all of our consultation with families. Respectful and positive
learning environments. relationships are evident throughout the school and
explicitly reflect of school's values and expectations.
Improvement measures * Embed a whole school approach and collective
responsibility towards student wellbeing. High functioning Learning and Support processes guide
Target year: 2022
and assist teachers and parents in actively supporting
* Systems for students to self-regulate behaviour. students. Regular and ongoing planning, monitoring and
Attendance
evaluation of the whole school approach to student
* High impact professional learning to familiarise all staff wellbeing and engagement.
Increased (uplift) percentage of students attending school
with current policies and key wellbeing documents
more than 90% of the time to achieve the system-
including the NSW Wellbeing Framework for Schools.
negotiated target band of at least 70-75%.
* Maintain positive and productive school-student-family
Evaluation plan for this strategic direction
Target year: 2022
connections and sense of cultural safety.
Question:
Wellbeing Attendance
Has the whole school approach to wellbeing resulted in
Tell Them From Me Survey - Wellbeing data in advocacy, Establish a whole school approach to student attendance an improvement in student wellbeing and attendance?
sense of belonging and expectations for success, that regularly monitors, collates and proactively responds
improves to achieve the system-negotiated target band of to student attendance. Data:
at least 70-75%.
* Professional learning for staff in Attendance Matters and Data sources will include:
Every Day Counts.
• Tell them From Me Survey
* Refine whole school systems to monitor attendance and • School behaviour monitoring sheets
other wellbeing concerns with early identification and
• Recognition awards
intervention through wellbeing.
• SCOUT - Attendance Data
* Attendance prioritised so that students with regular low • EBS - Partial/late/early leaver attendance records
attendance are identified and personalised plans
developed. • Observations
• Surveys
* Partnerships with parents and carers promotes an
understanding and knowledge of the complexity of each Analysis:
students' needs.
Ongoing analysis will measure the success of initiatives
and identify areas for improvement.
Implications:
Modifications and adjustments will be made according to
Page 5 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021Strategic Direction 2: Excellence through connection
Evaluation plan for this strategic direction
the findings.
Page 6 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021Strategic Direction 3: Future EDge: Education for a changing world
Purpose Initiatives Success criteria for this strategic direction
To prepare informed and thoughtful students who are able Teachers demonstrate increased expertise in teaching
to respond to change and navigate the complexity of our Scientific Method of Inquiry students how to problem solve and reason ethically,
rapidly changing world. This will be achieved through the critically and creatively. All staff will develop the capacity
development of critical thinking skills, digital futures, To develop teacher capacity in iterative processes of to utilise technologies, including AI, when teaching and
design thinking and applied learning. inquiry to authentically deepen and strengthen the learning.
teaching of critical and creative thinking.
Improvement measures * Deliver whole school professional learning on the
Scientific Method of Inquiry
Evaluation plan for this strategic direction
Target year: 2024
Question:
* Embed explicit teaching practices where students'
Teachers will support students' agency and capacity to
learning connects to what they already know and how
deliver two units of design that use the scientific method Are all students able to demonstrate effective use of the
they use their knowledge and understanding to solve
of inquiry in Science and Technology. scientific method of inquiry including critical thinking?
problems
Target year: 2024 Data:
* Develop processes to further include student voice in the
The whole school will participate in two student lead, evaluation of teaching and learning programs
Data sources will include:
design thinking units of work using the scientific method of
inquiry in Science and Technology. * Technology supports teaching and learning across all • Teaching programs
areas of the curriculum
• Student work samples
Creative and Critical Thinkers • Observations
To develop the ability of students to problem solve and Analysis:
reason ethically, critically and creatively.
Ongoing analysis will measure the success of initiatives
*Deliver whole school professional learning on Critical and and identify areas for improvement.
Creative Thinking.
Implications:
* Develop a culture of whole school focus on critical and
creative thinking based on the capabilities and embed Modifications and adjustments will be made according to
these aspects into all KLAs, identifying and adding CCT the findings.
sub elements (ACARA CCT learning continuum) across
all units of work in all KLAs.
* Develop a whole school plan to share best practice
through team teaching, learning walks, demonstration
lessons and analysis of team lessons on Critical and
Creative Thinking.
* Build connections with universities, industry and other
relevant organisations to benefit students and staff.
Page 7 of 7 Crossmaglen Public School (1685) -2021-2024 Printed on: 26 May, 2021You can also read
