Heathfield School and Day Nursery Strategic Plan

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1 V2 (January 15) Heathfield School and Day Nursery Strategic Plan September August 2020

2 Contents 1 What is a strategic plan? Review and revision of the plan School context, history and development Description History Background and current position Vision, values and aims Vision Values Aims Strategic priorities Pupils achievements and Learning Contribution of curricular and extra-curricular provision Contribution of teaching Spiritual, moral, social and cultural development Pastoral care Contribution of arrangements for welfare, health and safety Quality of governance Leadership and management (inc. links with parents) Early Years Foundation Stage Implementation, Monitoring and Evaluation Implementation of the plan Monitoring Evaluation... 7 Page 1 of 7

3 Foreword We are pleased to present our long-term strategic plan for Heathfield School and Day Nursery. Our intention in developing the plan is to set out and communicate our vision, ethos and long term direction for the school, so that we are all clear on where we are going and what we are trying to achieve. We are proud of the school s achievements and values and look forward to continuing with the excellent progress made in recent years to make this a truly outstanding school. We would welcome any comments or suggestions. Contact details Headteacher, Lawrence Collins: head@heathfieldschool.co.uk Chair of Trustees, Doug Jackson: info@heathfieldschool.co.uk Page 2 of 7

4 1 What is a strategic plan? The strategic plan is a high level long-term plan, extending over a period of 5 years, from It sets out the school s vision, values and long-term strategic priorities. It is aimed at the key stakeholders in the school: children and their parents, staff, trustees and other stakeholders. The plan incorporates the school s response to the recommendations made in its last ISI Inspection Report (2014). The strategic plan is complemented by the School Development Plan (SDP), a shorter-term operational plan extending over a period of 1-2 years. The SDP is developed by the staff team and sets out in operational terms how the long-term strategy of the school is to be achieved. 2 Review and revision of the plan The plan will be reviewed annually at the first Trust meeting of the school term. It will be revised every 3 years, whilst maintaining a long-term perspective, extending over 5 years. 3 School context, history and development 3.1 Description Heathfield School and Day Nursery is non-selective and admits pupils from 3 months to 16 years of age with a range of abilities. The school embraces a sense of a community with all pupils taught on the same site and pupils frequently sharing similar learning and play spaces. Since September 2015, the school is divided into EYFS, Lower, Middle and Upper Schools. Each school section has a Coordinator with responsibility for the day-to-day running of that area of school life. 3.2 History Located in the village of Wolverley just outside Kidderminster, Heathfield School was purchased by the Sebright Educational Foundation in 1961 as the boarding preparatory school to Sebright School. When Sebright closed in 1970, The Heathfield Education Trust, a registered charity, purchased the site and developed the school into the co-educational day school it is today. 3.3 Background and current position We are confident that our school community is led by a governing body and leadership team who have a clear vision for our school and the ability and experience to secure the commitment of all to that vision. We value all contributions and will make every effort to celebrate our successes. We will act with integrity and consistently in line with our agreed vision, setting clear goals to structure the strategic intentions. We will reconsider and revise the vision where necessary and encourage a visionary approach at all levels. Heathfield School has already made excellent progress since the last inspection in September However, we are not complacent and seek to ensure that the next 5 years are as productive as possible. As a community i.e. trustees, parents, staff and pupils, our core values will form the basis for all our planning and review. As a leadership team we have a real sense of responsibility that as leaders we will keep abreast of new educational theory Page 3 of 7

5 and practice. However, we will always ensure we act in the best interests of our children and the community we serve. 4 Vision, values and aims 4.1 Vision Working together to be exceptional in all that we do every day. 4.2 Values Leading and learning together by: Embracing every opportunity Including everyone Acknowledging the individual Expecting the best Celebrating success Demonstrating respect and tolerance towards others Upholding strong moral values Working together to achieve 4.3 Aims Our aims in support of this overall vision are: 1. Teaching and learning That exemplary teaching will support the needs of all That all pupils achieve their potential That learning is fun and engaging That our pupils are supported in every step of their learning 2. Pastoral care 3. Parents That pupils are nurtured and given the highest levels of care That our pupils are treated as individuals That the needs of pupils are fulfilled That our pupils develop relationships within an atmosphere of tolerance and respect That our pupils are treated as members of a school community That our parents are treated as responsible partners in supporting pupils learning That our parents are sufficiently informed to act as critical friends in their child s learning and development 4. Extra-curricular That value is attached to every achievement That our pupils are given every opportunity to achieve beyond the classroom Page 4 of 7

6 5. Staff 6. General That our pupils discover new ways in which to participate and to contribute to school life That our extra and co-curricular activities are inclusive and offer challenge for all That our staff are valued as members of a close-knit and hard-working community That staff are challenged and supported in equal measure in our pursuit of excellence That our pupils leave the school and to their post-16 destination first choice, as wellrounded, informed and balanced young adults That we ensure our fees remain affordable, allowing access to a first rate education for all within the local area. 5 Strategic priorities Our strategies are designed to support and deliver the vision, values and aims. In addition to the continued development of existing strategies we will pursue new strategies in the period in order to achieve our ambitions to create the most successful school possible. The strategic priorities are organised around the ISI framework: 5.1 Pupils achievements and Learning Embed computing (and ICT) across the curriculum, including computing Support individualised and personalised approaches to learning Raise standards of literacy across the whole school 5.2 Contribution of curricular and extra-curricular provision Wider range of curricular and extra-curricular provision Plan for and provide a creative curriculum accessible to all Develop outdoor learning Plan for delivery of (wider) technology subjects Closer management of whole school curriculum Realise all opportunities provided by Erasmus Plus project 5.3 Contribution of teaching All lessons to be rated good or better Quality and appropriate resources for every pupil, regardless of ability or need Encourage and support reflective practice within a model of Joint Practice Development Raise the profile of SEND and resource appropriately Implement whole-school Marking Policy Informed use of performance data, including use of value added data Effective use of MIS to inform pupil tracking Develop a rewards system that is valued by all Page 5 of 7

7 5.4 Spiritual, moral, social and cultural development Develop opportunities for pupil leadership at all levels of the school Whole school (thematic) approach to themes of citizenship, including British values 5.5 Pastoral care Develop effective strategies for sharing of pastoral data Implement work experience programme as part of a whole school approach to Careers education Increase effectiveness of PSHE delivery 5.6 Contribution of arrangements for welfare, health and safety Full audit and review of all school policies, with particular regard to those pertaining to safeguarding Peer review of all safeguarding procedures and implement robust systems for the delivery of safeguarding at all levels Quality and relevant safeguarding training 5.7 Quality of governance Reorganise Trust to reflect the changing needs of a forward-thinking and pro-active school (Re)define the role of the Trustee (as a critical friend and able to hold the school to account) 5.8 Leadership and management (inc. links with parents) Develop and support role of School Coordinators Refine further effective monitoring procedures at all levels of school Ensure robust systems for recruiting Implement (and review) appraisal system for all staff Develop partnership with Worcester University and appoint a Lead Mentor in school Increase use of (pupil) data and manage it effectively to support teaching and learning Facilitate and support CPD opportunities that are flexible, appropriate and meet identifiable needs Increase opportunities for parents to support their child s learning Implement a system of peer review of school policies Formalise systems for reporting to parents of children s progress 5.9 Early Years Foundation Stage Enhance further the provision for children identified as with SEND Increase opportunities for parental involvement in the work of the setting Formalise methods for evaluating practice Page 6 of 7

8 6 Implementation, Monitoring and Evaluation 6.1 Implementation of the plan The strategic plan sets out nine strategic priorities and gives long-term direction for implementation. The School Development Plan (SDP), developed by the staff team describes how this strategy is to be implemented in the short to medium term. 6.2 Monitoring Each committee of the Trust monitors the development and implementation of the school development plan. The committees report on this to the full Trust. 6.3 Evaluation The Trust will use ISI inspections, internal quality assurance weeks, external audits and the appraisal cycle as key evaluation tools. Page 7 of 7

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