Basics 5+ 44% M F P8 0.4 0.4 A8 5.4 5.8 B4+ 83% 93% B5+ 71% 82% Reduction of the number of ‘cross over’ students who achieve a grade 4 in English but not Maths, or vice versa. Aspirational and realistic target grades Reliable and accurate predicted grades Current Grades in line with Target Grades at each Progress Check Learning Walks – particularly to ensure that appropriate differentiation is in place, and that the setting in English, maths and Science is having an impact for all levels of ability Book Scrutiny Student Voice Progress Reviews 1 – 4 as per calendar Examine, and where necessary adapt, departmental processes for summative assessment and grading at each Progress Check Go4Schools CPD for SV (shared with Subject Leaders as appropriate) Explore strategies, including use of the PiXL toolkit to further reduce the gap between disadvantaged and others, and between boys and girls Take full advantage of PiXL resources and strategies including WAVE exams, DTT based intervention, Walking Talking Mocks and the Apps Subject Leaders to attend subject PiXL meetings SV to attend PiXL main meetings Set up Student Information Displays in Maths / English offices, staff room, and SV office to raise staff awareness of progress and attainment of all students Deliver Year 11 assemblies and Parent Information Evenings to deliver the key messages at the appropriate times of the year. B To put in place a series of measures to ensure Year 13 students meet or exceed their targets in Summer 2019 SL Strategic Objectives 1,2,5 Outcomes KS5 %A*-B 62 %A*-B (boys) 60 %A*-B (girls) 64 Retention 2019: 95% ALPS 2 Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Set and monitor robust action plans for areas of underperformance KS5 targets will be met Improved outcomes in identified subjects targeted with action plans Continues high attendance in excess of target Support from SLT and depts in establishing the ethos Governors Curriculum Committee SLT Line management Data scrutiny Observations Work with GZ to create and implement a plan to focus on provision for the more able in the classroom Potential purchase of ALPS connect Ensure that underperforming students are identified quickly and plans for improvement quickly and effectively communicated
Feedback on questionnaires for prospective families visiting the school shows they feel that they school has communicated very well with them the school than in 2017/18 Parental questionnaires show that >95% agree or strongly agree that they receive valuable information from the school and the school responds well to their comments Our communication protocol and procedure with parents is clearly set out and well understood Develop a system which systematically collects parent/carer views and takes appropriate actions as a result. Communicate results regularly Ensure that Parent Information evenings are purposeful, well planned, offer opportunity for feedback and are developed as a result of this feedback Ensure website is clear and provides accurate information which parents find useful Carry out and implement full uniform review, seeking input from parents and all other stakeholders Develop and improve engagement of parents with IAG / progression D To ensure that the experience of and outcomes for disadvantaged students are enhanced TK, SV, GW Strategic Objectives 1,2,3,4,5 Outcomes Further closing of gaps in attendance & attainment between ‘all’ and ‘disadvantaged’ students (attendance for disadvantaged students at least 95%) Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Carry out a full review of outcomes for disadvantaged students in Summer 2018, focusing on subjects taken in the Open Bucket, the reasons behind the gender gap in Progress 8, and the differences in achievement of low, middle and high attaining students There is no gap between outcomes and attendance for ALL and PP students Tracking of disadvantaged Governors Pastoral Committee SLT Develop, implement and evaluate a disadvantaged student strategy which improves Designated “leads”
F To enhance and develop the quality of teaching and learning GZ Strategic Objectives 1,2,4,6 Outcomes Improved quality and consistency of T&L across and between departments. Development of teaching practice linked with T&L priorities. Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Design, implement and evaluate the Learning Policy (with specific focus on boys, low disadvantaged students) Policy in practice evident in all departments QA calendar for key whole-school monitoring in place and used effectively New appraisal process successfully embedded Enhanced record keeping of quality of Governors Curriculum Committee SLT To review monitoring and evaluation processes within departments to support the school’s Learning Policy Develop, implement and monitor a revised approach to appraisal for teaching staff
All students log into Go4Schools to access homework and track their progress teaching is available and has an impact Effective CPD offer in place and first cycle completed with demonstrable impact Application of knowledge organisers in place (Y7) Review of home learning completed and any changes implemented successfully WWW/EBI/FF evident in all departmental assessments Develop the leadership qualities and capabilities of our staff Explore and develop acquisition of knowledge in Key Stage 3 To deliver a revised approach to CPD with a particular focus on T&L. To conduct a review of home learning. To continue to innovate and embed behaviour strategies through departmental and whole school CPD. Embed whole school assessment approaches to use the common language of What Went Well (WWW), Even Better If (EBI) and Feedforward (FF). Develop and implement a clear strategy to support more able students in every classroom G To focus on the development of partnerships with external bodies which enhance learning and outcomes GZ, GW, WR Strategic Objectives 5,6 Outcomes Target for recruitment from SCITT - 20 trainees (10 from primary and 10 from secondary) Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Ensure that within the BSP there is a focus on the development of curriculum from EYFS to KS4 Programme of teacher visits between primary and secondary established and having impact CTSN SCITT launched and our status as training Governors Strategy and Curriculum Committees SLT Continue to work closely with BSP schools to ensure a smooth transition from Year 6 – Year 7 Launch of Bury St Edmunds CTSN SCITT training hub for Sept 2019
hub is having demonstrable impact on recruitment Completion of a range of selection days across TSAs through 2018-19 Provision of placements for trainees from Sept 19 Staff here and in other local schools have access to a wider range excellent training and bespoke professional development Provision of effective sponsors and support for staff Introduce NPQML/SL courses at King Edward VI through the Lark TSA / Leadership East Further develop our work with other training providers to enable successful recruitment and training Continue to develop our work with GL Assessment as a Centre of Assessment Excellence Review and develop our work with the Youth Sport Trust Develop a close working relationship with Abbeygate Sixth Form College to ensure smooth transition for students and well embedded opportunities for joint working Review and further develop the role of the School Games Organiser within the BSP H To develop character and cultural education in the school TK, GW Strategic Objectives 1,2,3,4 Outcomes All students in Years 8 and 9 to sign up to at least one PiXL Edge activity and complete it by the end of the year Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Develop the quality and consistency of tutoring across each College Clear and engaging programme for tutorials in place Delivery of PiXL Edge Target for completion Governors Pastoral Committee SLT Clarify opportunities for and deepen the effectiveness of student leadership Review student uniform Embed new behaviour policy and monitor its effectiveness
At least 25 Year 8 students to achieve Apprentice Award At least 10 Year 8 students to achieve their Graduate Award We have met each of the Gatsby benchmarks by September 2019 Attendance: All – at least 96% Disadvantaged – at least 95% Improved uptake for programmes such as D of E, NCS, sports and other student leadership opportunities Expand the reach and impact of PiXL Edge Ensure IAG has a much stronger focus and impact in the life of the school Develop new systems and processes for gathering and acting on feedback from students Develop and implement a consistent and attractive system for recognising academic and pastoral achievement Create a student wellbeing committee – feeding into PSHE assembly programme and with a focus on improving the mental and physical well-being of students Improve attendance by developing and embedding a strategic plan I To ensure that our extra-curricular opportunities are further enhanced whilst being financially sustainable for the future HI, HY, ALE Strategic Objectives 1,5,6 Outcomes Artsmark Platinum Reapplication: Strategic Plan developed and implemented Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Review and develop plan to agree new focus/case study for Artsmark reapplication New case study agreed; Arts Strategy Group established, Arts Funding reviewed, ensuring that our Arts provision is central as part of our transition to an 11-16 school, together with establishing Arts links Governors Curriculum Committee Visit other Artsmark Platinum Schools to research sustainable funding models for the Arts Complete financial audit and strategic plan to identify and attract additional investment for the Arts
Sustainable curriculum and staffing model in place development of 11-16 education here – parents, students, LA, governors, diocese etc. Deepen existing links with Abbeygate to strengthen our provision and provide a seamless transition post-16 L To develop the quality and effectiveness of leadership across the staff team and within the governing body WK, GZ Strategic Objectives 2,4 Outcomes All leaders and governors have access to high quality, personalised leadership development, and have used their training to improve Actions Progress Review (02.19) Success Criteria Resource Implications MONITORING Audit current leadership training and development for Subject Leaders and Heads of College Clarity of provision of leadership training and development Evidence that these have been accessed and have impact (appraisal reviews Spring and Autumn 2019) Cover for external CPD Governors Strategy Committee SLT Explore opportunities for leadership development with external partners Costs for training Set up clear, relevant and bespoke opportunities for leadership development for SLs and HoCs