Strategic Development Plan 2016/17

Introduction

The Strategic Development Plan is updated and revised annually, in a consultative process, to reflect the annual aims for the Senior Leadership Team and the School.

The Key Development Targets for 2016/17 focus on: achievement in line with the aims and values of the School; working in closer alignment with Blundell’s Prep School; communicating our aspirations and achievements with greater clarity to a wider audience; and raising achievement across the ability spectrum.

Each area of development has a number of projects to take forward and the following is a summary of four of those areas.

Key Development Targets for 2016/17

Academic targets for this year include consolidating the teaching of the new reformed A level and GCSE courses, improving the reading and literacy skills in Year 7 and 8, launching the Phoenix Society, an enrichment programme for scholars and gifted and talented pupils, and a Curriculum Review of subjects for Years 7-11.

Pastoral targets include termly workshops on pastoral issues for staff and parents, a more scientific approach to pastoral tracking of pupils and developing closer pastoral ties with the Deputy Head Pastoral at the Prep School.

Our Creative Arts and Extra-Curricular plans include a major collaboration with the London Chamber Orchestra, workshops by visiting artists and an exhibition of works by Old Blundellians, enhancing the already improved fitness programme for pupils who do not regularly take part in team fixtures and working with the Prep School to enable expert coaching all the way through the School.

The strategic aims for Leadership and Management include producing a five to ten year whole school financial plan in tandem with a site masterplan, and supporting the creation of a Governor Enterprise working group researching alternative income streams.

Measurements for the success of the Strategic Development Plan will include the closer alignment between Prep and Senior Schools, consolidation in the light of significant external academic change, longer term planning for financial and estate operations, improved monitoring of pupil wellbeing and analysis of successful pastoral care and a focus on staff development and well being.