Mount Gravatt State School Executive Summary

Transcription

1 Munt Gravatt State Schl Executive Summary

2 1. Intrductin 1.1 Backgrund This reprt is a prduct f a review carried ut at Munt Gravatt State Schl frm 27 t 29 April It prvides an evaluatin f the schl s perfrmance against the nine dmains f the Natinal Schl Imprvement Tl. It als recmmends imprvement strategies fr the schl t cnsider in cnsultatin with its reginal ffice and schl cmmunity. The review and reprt were cmpleted by a review team frm the Schl Imprvement Unit (SIU). Fr mre infrmatin abut the SIU and the new reviews fr Queensland state schls please visit the Department f Educatin and Training (DET) website. 1.2 Schl cntext Lcatin: Educatin regin: 1263 Lgan Rad, Munt Gravatt Metrplitan Regin The schl pened in: 1874 Year levels: Prep t Year 6 Current schl enrlment: 227 Indigenus enrlments: Students with disability enrlments: Index f Cmmunity Sci- Educatinal Advantage (ICSEA) value: 4 per cent 6.5 per cent 1012 Year principal appinted: 2008 Number f teachers: Nearby schls: Significant cmmunity partnerships: Unique schl prgrams: 12.6 full-time equivalent Munt Gravatt East State Schl, Upper Munt Gravatt State Schl Munt Gravatt schls cluster, Mackerall Swimming Club, Cmmunity Playgrup, PCYC Outside Hurs Care Munt Gravatt Art Shw, Annual Schl Musical 2

3 1.3 Review methdlgy The review was cnducted by a team f three reviewers. The review cnsisted f: a pre-review audit f the schl s perfrmance data and ther schl infrmatin cnsultatin with the schl s Assistant Reginal Directr/Principal Supervisr a schl visit f three days interviews with staff, students, parents and cmmunity representatives, including: Principal Head f Curriculum (HOC), Master Teacher, Head f Special Educatin Services (HOSES) 11 classrm teachers Tw specialist teachers Six teacher-aides Eight parents 16 students, including student leaders Principals f tw neighburing schls Tw facilities staff Crdinatr, Outside Hurs Schl Care 1.4 Review team Gary Austen Benjamin Gaske Matthew Glen Internal Reviewer (review chair) Peer Reviewer External Reviewer 3

4 2. Executive summary 2.1 Key findings The schl has a brad imprvement agenda fcused n a range f curriculum and pedaggical initiatives. The schl is fcusing n a range f imprvement areas including student attendance, the teaching f reading and imprvements in number cncepts. Schl leaders and teachers engage in a range f infrmal pprtunities t bserve and feedback n teaching. The principal has undertaken a number f classrm walk-thrughs and supprted a range f ther feedback prcesses. Whilst these activities bradly align with the schl s imprvement agenda, they are yet t be embedded as an n-ging and regular aspect f the schl s wrk. The schl has a psitive culture, is highly inclusive and values the cultural backgrunds f students and families. Parents and students speak highly f the schl. The staff are strngly cmmitted t the wellbeing f students and take an interest in the learning f every child. Schl leaders are cmmitted t imprved schl effectiveness and are refining the schl s leadership mdel t enable brader wnership and cmmitment t the imprvement agenda. Schl leaders are cmmitted t the schl s imprvement and acknwledge the need t enable a brader range f staff t take n wnership fr the develpment f a range f prgrams acrss the schl. The schl has a dcumented curriculum plan that includes year level and term plans. Teachers use the Curriculum int the Classrm (C2C) resurce t guide the implementatin f units f wrk infrmed by the Australian Curriculum. Teachers are increasingly mving beynd the C2C resurce in teaching curriculum cntent. The way in which the curriculum planning prcess supprts schl-wide evaluatin f units and the strategic mnitring f the enacted curriculum acrss all classrms is nt clear. The schl places a high fcus n the prvisin f resurces and supprt fr students experiencing difficulty with learning. Leaders recgnise the need t prvide additinal challenge fr mre able students. Significant resurces and attentin are fcused n prviding supprt fr students wh experience difficulty with their learning. A deliberate, whle schl apprach t challenging mre able students is nt evident. 4

5 The schl has established partnerships with a small number f lcal schls t build the cllective capability f staff. Partnerships with parents and ther cmmunity grups are limited. Prfessinal develpment activities are shared acrss schls. A strategic apprach t the develpment f parent and ther cmmunity partnerships is nt in evidence. 5

6 2.2 Key imprvement strategies Narrw and sharpen the schl imprvement agenda t include specific strategies, targets, timelines and milestnes fr success. Build brad wnership fr the imprvement agenda and cmmunicate this widely with the schl and brader cmmunity. Review the whle schl curriculum plan. Embed quality assurance prcesses within the design t ensure alignment with the Australian Curriculum and a clear prcess fr cllabrative planning and evaluatin. Build pprtunities fr brad input frm staff t the design, t enable the delivery f a lcally respnsive curriculum fr students. Access reginal supprt services t partner with the schl in develping a feedback culture that includes regular bservatin f teaching, caching and mentring pprtunities fr leaders and teachers. Examine pprtunities t develp a shared leadership mdel acrss the schl. Use distributed leadership as a vehicle t unlck the ptential f staff in being active and cmmitted partners in the schl imprvement agenda. Implement a deliberate and cmprehensive cmmunity engagement strategy. Identify key stakehlders, strategies t engage partners in building schl and cmmunity cmmitment and efficacy in delivering sustainable schl imprvement. Cntinue t build the differentiatin practices f teachers, with a key fcus n assuring the prgress f high-achieving students. Enact a deliberate, schl-wide strategy, fr the teaching f higher-rder and creative thinking. Carefully track and respnd t the prgress f mre able students. 6