In 2020 sixteen (16) specific strategic priorities were identified and progressed.
The Strategic Priorities for 2020 represented a combination of long term cultural changes and specific short term achievable outcomes, as such and by year’s end, some were implemented and completed fully, whilst others continue into subsequent years for further development, enhancement and embedding.
Overall, however this summary indicates significant growth and development in numerous areas:
- Cultural
- Teaching and Learning/Curriculum
- Human Resources/Staff Development
- Organisational Structure
- Capital Expenditure
Many of these things are not as visible to the community but fundamentally alter and develop the foundations of the School, and upon which we will continue to build.
The Strategic Plan and Priorities provide a shared focus and language to connect key stakeholders with the Ethos and make our work more proactive and developmental – whilst acknowledging the reactive and the operational remain a large part of management’s daily responsibility.
1.1 LEARNING & TEACHING EXCELLENCE
Priority: Establish, plan, communicate and implement our distinctive Hills Grammar Junior School model and approach that delivers on our commitment to Extraordinary Education- Extraordinary Individuals and meets the particular needs of our students at each stage of their learning journey.
Outcomes Measures / Indicators of Success
Implement on schedule (ACHIEVED)
Improved MMG Data: Overall Satisfaction with Junior School
2019
Year 3 – 75% (MMG - 83%)
Year 6 – 80% (MMG - 83%)
2020
Year 3 – 81% (MMG - 83%)
Year 6 – 82% (MMG - 83%)
1.2 PROGRAM INNOVATION
Priority: Continue the work of research and development of practices of ‘deeper learning’ across the School.
Outcomes Measures / Indicators of Success
Launch “Deeper Water, Deeper Learning” with community. (ACHIEVED)
Design and implementation of Year 8 Design and Innovation/ PDHPE Unit of Inquiry “Game Changers” (ACHIEVED)
Establishment of Lighthouse 2: Stage 3 Teachers and identify 2020-21 projects (ACHIEVED)
Development of vision and plans for 2020 Year 9 Unit of Inquiry to connect Design and Innovation with Commercial Studies, and a concept for Year 10 2022 that involves a personal Deep Learning Project. (ACHIEVED)
Improved MMG Data
2019 Parents
Overall Satisfaction – 78% (79%)
2020 Parents
Overall Satisfaction – 79% (80%)
2019 Students
Overall Satisfaction – 78% (78%)
2020 Student
Overall Satisfaction – 77% (78%)
2019
Parents Expectations Met / Exceeded Quality of Teaching – 85%
2020
Parents Expectations Met / Exceeded Quality of Teaching 90%
1.3 LEARNING EXCELLENCE
Priority: This year’s Learning Review will focus on reflecting on current practices and making recommendations for continuation or change in the following areas: use of textbooks in the Senior School; homework K-12; current school day; parent-student-teacher interviews.
Outcomes Measures / Indicators of Success
Formation of Review parameters for 2020 (Term 1 / early Term 2) – Director of Learning and Teaching (ACHIEVED)
Develop and implement consultation survey with students, parents and teachers on identified areas under review (Term 2) (ACHIEVED)
Research any viable alternatives in response to identified issues and/or ways to make approaches more coherent and helpful to student learning (ACHIEVED)
Finalise recommendations for 2021 implementation (or beyond if necessary (ACHIEVED)
Improved MMG Data
Communication
2017 – 74%
2018 – 76%
2019 – 79%
2020 – 81%
Academic Programs
see above 1,2
Distance Learning 2020
ECEC – 85%
Kindergarten – 90%
Year 3 – 83%
Year 6 – 76%
Year 7 – 76%
Year 9 – 76%
Years 12 – 90%
Overall - 80%
2.1. CHARACTER DEVELOPMENT
Priority: Research & develop an innovative and inspiring Year 10 ‘Choose your learning journey’ program for implementation and evaluation in 2021
Outcomes Measures / Indicators of Success
Student and Parent Evaluation
2.2 WELLBEING
Priority: This year’s Wellbeing Review will focus on reflecting on current practices and making recommendations for continuation or change in the following areas:
- Critical Incident Management,
- Supervision,
- Acknowledging Student Achievement
Outcomes Measures / Indicators of Success
Improved MMG Data
Wellbeing - Overall Satisfaction
2019 Parents Overall Satisfaction – 80% (79%)
2020 Parents Overall Satisfaction – 79% (80%)
2019 Students Overall Satisfaction – 71% (73%)
2020 Students Overall Satisfaction – 68% (73%)
Safe and Supportive Environment
2019 Parents - The School Provides a ……84% (83%)
2020 Parents - The School Provides a …. 83% (84%)
2019 Students - The School Provides a…… – 78% (78%)
2020 Students - The School Provides a ….. – 75% (78%)
3.1 DIGITAL ENVIRONMENT
Priority: Review and plan for the revitalisation of the School’s digital environment, to ensure it is structured to support the future growth and education of our students.
Outcomes Measures / Indicators of Success
Implementation of a school wide learning management system, intranet and School App. (PARTIALLY ACHIEVED AND ONGOING)
Develop and install a school wide digital signage plan (ONGOING)
MMG Data: Overall Satisfaction with Communication
2017 – 74%
2018 – 76%
2019 – 79%
2020 – 81 %
3.2 CULTURAL ENVIRONMENT
Priority: Plan the School’s fortieth anniversary in 2022 which will ensure community engagement and embed school culture, and pride.
Outcomes Measures / Indicators of Success
Creation of a Plan in readiness for implementation in 2022 (COMPLETED)
3.3. BUILT ENVIRONMENT
Priority: In additional to the annual capital works program:
Outcomes Measures / Indicators of Success
Plan, design and construct
- two new playing fields
- refurbish the Year 6 Centre
Plan and design
- A School Auditorium
- The re-development of the current multi-purpose hall / gymnasium
- the refurbishment of the Booth Centre to accommodate the Design and Innovation and Visual Art Departments
4.1 FINANCIAL
Priority: Continue to build and establish a school-wide culture of giving. Introduce and profile the Building Fund and Scholarship fund with current, past and future Hills Grammar families and plan for a Major Capital Appeal in the future.
Outcomes Measures / Indicators of Success
Finalise robust policies, online accessibility and regular communication. COMPLETED
Increased income through higher proportion of families donating to the Building and Scholarship Funds annual giving strategies. NOT ACHIEVED – IMPACT OF COVID 19
4.2 COMMUNITY ENGAGEMENT
Priority: Develop and implement a school-wide marketing and communication plan that builds awareness of what makes Hills Grammar Extraordinary.
Outcomes Measures / Indicators of Success
Increased Enrolment Enquiries
2020 – 840 Enquiries Logged (120 above 2020 target of 700)
Reduction in Attrition
Gross Attrition – 11.78% (2019) 10.46% (2020)
Net Attrition - 8.07% (2019) 7.76% (2020)
4.3. FINANCIAL
Priority: A Fee Review is to be conducted in consultation with key stakeholders to assess whether the School’s current tuition fee structure is positively impacting both retention and attraction of enrolments to the School.
Outcomes Measures / Indicators of Success
Review completion. (COMPLETED)
Recommendations for Finance Committee and School Council considerations (COMPLETED)
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