Strategies Targets Timelines Responsible Officer/s Use of National school improvement tool to develop Action Plans Ongoing Leadership and deliver a school explicit improvement agenda with Team using Cycles of Inquiry. associated cycles of inquiry prepared each term Annual Professional Development Plan: Target and Staff Opinion Ongoing Leadership coordinate professional development for teachers and Survey: Review Plans Team aligned to the school improvement Professional mid year and priorities and individual Performance Development devt and end of year. Plans/AITSL Standards. training satisfaction. Professional development in STEM and Digital Staff Opinion Ongoing Leadership Technologies (Science, Technology, Engineering and Survey: Teachers work Team Maths) Professional alongside Lead devt and Teacher Lead Teacher training Innovation in Innovation satisfaction. the implementation Classroom of digital Teachers technologies curriculum. Professional development and planning processes will Staff Opinion Ongoing HOC focus on the creation of pre and post-test Survey: Teachers Classroom opportunities; Differentiated assessment and learning Professional released once teachers tasks with clear learning intentions and success devt and per term for criteria; Learning ladders based on marking guides and training planning. goals related to the literacy continua and ACARA satisfaction numeracy progressions. Effect size and relative gain of and systemic data. Target leadership for instructional leadership Staff opinion Expansion of Coaches through additional staffing allocation to support survey data HOC role from instructional leadership, coaching, curriculum improvement 0.5 to 1.0 HOC development, implementation and monitoring. Peer Coaching cycles each Ongoing term Coaching once per term. Strategies Targets Timelines Responsible Officer/s Use the school staffing allocation (Investing for School Term 1 to 4 Principal Success, Curriculum Coordination time, Non-Contact Opinion Deputy Time, Library and flexible staffing allocations) to Survey Release of Principal maximise the quality of teaching within the school increase in teachers to (class, SEP and specialists) and the use of all staff satisfaction planning and experiences, skills and interests. relevant data meetings. items. Pedagogical coaching.
Strategies Targets Timelines Responsible Officer/s Use of National school improvement tool to develop and deliver a school explicit improvement agenda using Cycles of Inquiry. Action Plans with associated cycles of inquiry prepared each term Ongoing Leadership Team Annual Professional Development Plan: Target and coordinate professional development for teachers and aligned to the school improvement priorities and individual Performance Development Plans/AITSL Standards. Staff Opinion Survey: Professional devt and training satisfaction. Ongoing Review Plans mid year and end of year. Leadership Team Professional development in STEM and Digital Technologies (Science, Technology, Engineering and Maths) Staff Opinion Survey: Professional devt and training satisfaction. Ongoing Teachers work alongside Lead Teacher Innovation in the implementation of digital technologies curriculum. Leadership Team Lead Teacher Innovation Classroom Teachers Professional development and planning processes will focus on the creation of pre and post-test opportunities; Differentiated assessment and learning tasks with clear learning intentions and success criteria; Learning ladders based on marking guides and goals related to the literacy continua and ACARA numeracy progressions. Staff Opinion Survey: Professional devt and training satisfaction Effect size and relative gain of and systemic data. Ongoing Teachers released once per term for planning. HOC Classroom teachers Target leadership for instructional leadership through additional staffing allocation to support instructional leadership, coaching, curriculum development, implementation and monitoring. Staff opinion survey data improvement Peer Coaching cycles each term Expansion of HOC role from 0.5 to 1.0 Ongoing Coaching once per term. Coaches HOC Strategies Targets Timelines Responsible Officer/s Use the school staffing allocation (Investing for Success, Curriculum Coordination time, Non-Contact Time, Library and flexible staffing allocations) to maximise the quality of teaching within the school (class, SEP and specialists) and the use of all staff experiences, skills and interests. School Opinion Survey increase in satisfaction relevant items. Term 1 to 4 Release of teachers to planning and data meetings. Pedagogical coaching. Principal Deputy Principal
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