Strategic Development

Strategic Development

By August 2018, the College will have:

  • Improved academic outcomes for key pupil groups, leading to increased knowledge and understanding, wider educational choice and wider opportunities for learners.
  • Leaders, teachers and staff who are high performing, confident, motivated and inspired to strive for excellence.
  • Pupils who are resilient, socially responsible and who take pride in the school, upholding the highest expectations of conduct and celebrating success.
  • A broad, rich curriculum that places value upon core knowledge, and incisive critical thinking.

Strategic Objectives

Improve the recruitment, retention and wellbeing of staff

  • To increase the retention of high quality staff by reducing departures due to factors which can be influenced by the College.  
  • We seek to increase the quality and quantity of applicants by increasing collaboration within our networks, continuing to raise the profile of the school and improving brand awareness and identity at school and MAT level, while at the same time working to continually develop the skill and quality of our existing staff team.

Instil even higher standards of behaviour and improve the celebration of achievement

  • To reduce further the rare incidents of low level disruption in lessons and to maintain the calm and respectful nature of the College outside of lessons whilst maintaining a positive, inclusive and celebratory ethos.

Improve outcomes for pupils by ensuring consistent access to high quality learning opportunities and full attendance

  • The vast majority of pupils at the College achieve well, attend regularly and engage positively with college life.  Identifying where this is not the case and acting with impact is essential if all pupils are to reach their full potential. This objective seeks to address the challenges of missed and misunderstood lessons by refining academic intervention strategies and improving attendance.  It applies to all pupils and pupil groups but particularly to those with specific needs and/or from disadvantaged backgrounds.

Review, question and challenge the rationale for the curriculum and how it supports highly successful learners

  • To look critically at how and why we develop an increasingly knowledge rich experience for our pupils, and the balance between accessibility, skills, and cultural literacy.
  • We will also consider how we deliver this curriculum, through approaches to teaching, and the most effective method of assessing progress and understanding in a manner which informs and helps pupils, parents and teachers.

Develop a mental health strategy that improves pupil attendance, engagement and educational outcomes

  • To raise awareness of early intervention mental health across the College for pupils, staff and parents, with a particular focus on encouraging pupils to take an appropriate lead in developing their own strategies when managing some of the mental health challenges they face, and to provide appropriate and manageable levels of support.

Strengthen the positive and proactive engagement of all parents

  • The vast majority of parents are incredibly supportive and engage with their son/daughter’s academic progress and contribution to the College.  However, engagement can be improved in two key ways.  Firstly, there is still a small but significant minority of parents who do not fully engage with the College; these are often parents of disengaged or disadvantaged pupils and it is this group that we must be proactive in working with. 
    • Secondly, we wish to make more of the positive relationships that we have built with supportive parents through increasing their contribution to the College.
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