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BUSINESS PLAN 2018 - 2020 PRIDE RESPECT EXCELLENCE
BUSINESS PLAN2018 - 2020
PRIDE RESPECT EXCELLENCE
Welcome to the next part of the journeyMichelangelo is o�en quoted as having said that inside every block of stone or marble dwells a beau�-ful statue; one need only remove the excess material to reveal the work of art within. If we were to apply this visionary concept to educa�on, it would be pointless to compare one child to another. Instead, all the energy would be focused on chipping away at the stone, get�ng rid of whatever is in the way
of each child’s developing skills, mastery, and self-expression.”
BUSINESS PLAN 2018 - 20202
Rosamund Stone Zander
2019 will signify 25 years of the existence of Canning Vale Primary School. What an amazing time to be a part of this fantastic school. Canning Vale Primary School has been built on a strong and solid foundation, laid out by those who have come before us. Our job is to harness this strong reputation, respect and value the traditions of the past, and move onto the next chapter of our journey - ensuring Canning Vale Primary School remains a lighthouse school within the community. We are known for our unique quality to care, to nurture, to support and to guide students to reach their full potential. We want to build on this, strengthen our cause and ensure that every child who enters this school receives the absolute best education and the greatest care we can afford them.
This plan sets the direction for Canning Vale Primary School for 2018 – 2020 and is our compass to point all stakeholders in the same direction. This plan will assist us in continuing to build our brand and reputation within and beyond the community as being a highly effective and caring school. We will measure both student progress and achievement, and work collectively, assisting each other, to achieve our goals.
At Canning Vale Primary School, we continually analyse and build upon our curriculum plans and pedagogical frameworks. Through deep conversations, we think, discuss, analyse, try and assess and then we make our decisions. We use research data to drive our decision-making processess and we nurture our collective experiences and expertise to bring out the best in each other and in our students.
The future is bright. We know that the power of our success comes from strong connections. We need to connect with each other as a staff, with students, with parents and as a community; therefore connection in all aspects of the school is what we must build upon, maintain and nurture.
At Canning Vale Primary School, we are committed to crea�ng a dynamic learning environment in which children will develop academic, physical, social and crea�ve skills to become ac�ve and responsible global ci�zens.
BUSINESS PLAN 2018 - 2020 3
Our Vision
Connec�on and Well-Being
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• Ensure our decision-making processes are based around the best interests of students. We are a child-centred school
• Celebrate diversity and inclusivity through a variety of cultural events where everyone has a sense of belonging and is valued within our community
• Develop an operational plan to further develop resilience in students
• Ensure the Protective Behaviours program is immersed across the school as we seek to give our students the skills and strategies to assess risk and proactively seek assistance when necessary
• Embed a language of safety across the school
• Continue to have a minimum of 0.8 chaplaincy time to offer a range of emotional support services for students
• Ensure each assembly focuses on a key value
• Encourage students to set aspirational goals with a focus on growth mindset to achieve them
• Continue to offer our students opportunities in leadership, decision-making, sporting and cultural events and a range of extra-curricular activities
STUDENTS: At Canning Vale Primary School, we celebrate achievements, use mistakes or challenges as opportunities to learn and focus using a growth mindset. Our students will be resilient and confident individuals
Objective 1.1STAFF: At Canning Vale Primary School, we take care of each other. We all have strengths and use these to contribute positively toward the whole school. We seek to ensure our workplace is enjoyable, uplifting, collaborative, energetic and fun
• Ensure that staff well-being is an ongoing focus and the responsibility of all (supported strongly by the Executive Team, Values Team and School Chaplain)
• Provide ongoing Keeping our Workplace Safe (KOWS) training and support to ensure a safe, happy and effective workplace where hazards are identified and safety of all staff is a priority
• Have a visible Executive Team, visiting classrooms with regular check-ins to ensure staff are supported in effectively carrying out their roles
• Ensure the first 10 minutes of every staff meeting will be devoted to Protective Behaviours/staff well-being/values
• Continue to offer a range of emotional support services for staff by the Chaplain
• Use Connect as a means of communicating with staff, gathering feedback and information and giving people an opportunity to share their thoughts and ideas
• Establish a workload committee
Objective 1.2
BUSINESS PLAN 2018 - 20204
BUSINESS PLAN 2018 - 2020
“Moral authori� comes �om following universal and �meless principles like hones�, integri�, trea�ng people with respect”
Stephen Covey
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Connected Teaching and Learning
• Develop a data collection/management process across the school that will inform key priority areas for improvement
• Implement a whole school standardised testing framework to enable mapping of student progress
• Rigorously analyse and review data, including teacher judgments and systemic assessments (to inform, differentiate, allocate resources and identify needs)
• Develop a strong connection between assessment and instruction at the whole school and classroom level
• Routinely evaluate the impact of our teaching
• Use the NQS self-assessment framework and the National School Improvement Tool to track our progress and reflect on our practice - K-6
• Implement a formal induction process for new staff
E�ectively interpret and respondto a wide range of data andresearch to inform teaching practice
Objective 2.2Support the ongoing developmentof staff for greater impact
• Align performance and development processes to the AITSL Professional Standards and ensure opportunities for ongoing self-reflection, self-assessment and goal setting as set out in the school’s Performance Managment Policy
• Provide targeted professional learning that aligns with school priorities and performance management goals
• Provide professional learning opportunities to better support the specific needs of students
• Use staff expertise to lead professional learning and to support, mentor, coach and provide feedback where a need is identified
• Link professional learning to School and Department priorities with a clear focus on the AITSL Professional Standards
• Offer a variety of Curriculum Cafes covering a range of topics that build skills and connections
Objective 2.3Articulate and employ whole school connected practices for effective teaching and learning
Objective 2.1
• Develop whole school operational plans for key learning areas, producing school-based documents to establish a scope and sequence
• Utilise whole school/phase of learning/year level collaboration to improve student achievement
• Develop a shared vision and language of visible learning and explicit teaching, providing lesson intent and feedback to students, enabling insight for students to be self-regulated learners
• Ensure K-2 programs continue to meet NQS requirements
• Embed a language of safety across the school
• Use the NQS school review for Years 3-6, to measure against standards (where it aligns)
BUSINESS PLAN 2018 - 20206
(continued)
Objective 2.4Build a strong distributed leadership model across the school
• Continue to allocate release time for L3 teachers
• Identify and professionally upskill key staff to champion and lead whole school initiatives
• Find strengths/interests in staff and harness these skills to add value to the school
• Identify future leaders and provide support for them to achieve their goals/aspirations
• Enhance the capacity of the Executive Team through targeted professional learning opportunities and use AITSL Principal Standards as a measure of improved performance
Objective 2.5Objective 2.6Develop SAER practices and
programs operating across theschool to ensure all studentsare successful learners
• Provide a policy that is embedded across the school focusing on English as an Additional Language or Dialect (EAL/D) strategies based around the EAL/D School Evaluation Framework of Leadership, program coordination, teaching and assessment, professional learning and parent engagement
Develop an EAL/D policy thatis embedded across theschool
• Investigate and implement a targeted intervention program for Students at Educational Risk (SAER) that will cater for the range of needs of identified students
• Refine our whole school policy that articulates a defined pathway of intervention for SAER
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BUSINESS PLAN 2018 - 2020
• Explore and build on links with community groups, parents and key stakeholders who may support the school in its endeavours• Analyse surveys and feedback to find ways to build our reputation, improve our service and meet the needs of our community• Acknowledge and involve community members from a range of cultural groups• Continue to run a strong Volunteer Program• Support a range of universities by offering places for practicum students throughout the year
A Connected Communi�
Objective 3.1
Objective 3.2
Objective 3.3
Objective 3.4
Develop and maintain a distinctive school identity that engagesstakeholders througheffective communication,marketing and promotion
Strengthen the involvementand visibility of the School Board
Build on opportunities forstakeholder input andschool support
O�er a range of parent/community support andengagement programs
• Raise the profile and role of the School Board
• Use opportunities to support our parent groups in a range of ways including: Cyber Safely, Protective Behaviours, Triple P, Cracking the Code, parent literacy workshops etc.• Use the newsletter and other advertising means to promote ‘good parenting’ articles and videos
• Continue to strengthen the links between the School Board and the P&C• Regularly publicise the Board goals to the community
• Explore and develop relevant and contemporary methods of communication that serve the interests of all stakeholders within the community• Build the visual identity of the school within the local community• Improve the visual aesthetics through the development of a school improvement and beautification plan• Build upon the acknowledgement system for staff and community members who provide a service to the school such as morning teas, certificates and newsletter articles• Conduct parent surveys annually to inform school improvement• Continue to update our website, communication app and Facebook page ensuring they are informative, dynamic and appealing to the community
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EXCELLENCE
“This is the moment – this is the moment right now. Which is: We are about contribu�on.
That’s what our job is. It’s not about impressing people. It’s not about get�ng the next job. It’s about contribu�ng something.”
Benjamin Zander
Our Mantra
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PRIDE
RESPECT
Targets
NAPLAN
EAL/D
Brightpath (Writing)
ACER PAT(Reading and Mathematics)
ACER PAT (Science)
School Survey (Parents)
School Survey (Staff)
National Quality Standards
School Survey (Students)
• Exceed the performance of like schools• Maintain or improve the percentage of students in the top 2 bands compared to like schools over a two-year cycle (Years 3-5)• To reduce the percentage of students from the stable cohort in the bottom two bands
• The stable cohort of Language Background other than English (LBOTE) students to perform as well as other Canning Vale Primary School students in Years 3 & 5 NAPLAN• EAL/D students assessed on the EAL/D Progress Map to show progress in Standard Australian English (SAE) language proficiency
• All students to show ongoing improvement in their Brightpath writing scores
• All students in Years 1 - 6 to show ongoing individual progress in their tests• All cohorts to sustain a positive trend in Reading and Mathematics ACER PAT testing (Years 1 - 6)
• To maintain or improve the percentage of students achieving in the top three stanines in the Progressive Achievement Tests (PAT)
• A score of at least 4 in all areas of the parent survey
• A score of at least 4 in all areas of the staff survey
• A score of at least 4 in all areas of the student survey
• Meet at least 6 of the 7 NQS Quality Areas
BUSINESS PLAN 2018 - 202010
BUSINESS PLAN 2018 - 2020
If we dream and believe and create we’ll succeed.Trust, respect, responsibili� we heed.
Coorpera�on and e�ort are words we declare,We are proud of our school, Where we all share and care.
Remember each day the motto we say,“STRIVE TO ACHIEVE” It’s the Canning Vale way!
Our School Code
“We can’t all be good at everything. This is partly the logic behind having a team in the �rst place, so each role can be �lled with the person best suited for that role and together,
every job and every strength is covered”
Simon Sinek
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The Ramble, Canning Vale WA 6155(08) 9455 4788
Honouring the Past Celebra�ng the Present Building the Future
