current situation/critical analysis€¦ · web viewevaluations could look like any of the...

2019-2021Togeth

er

School Development

Plan

Lifelong Learning

Raising Aspirations

Introduction – September 2019

The School Development Plan and Self- Evaluation are 2 closely linked documents. The Strategic Intents identified in this plan link to the improvement priorities identified through a whole school approach of self-evaluation.

Progress towards the strategic intents are monitored through more detailed and targeted initiatives identified in Action plans which are led by Middle Leaders and those teachers on UPS and monitored by the Leadership team.

This plan links directly to the school budget. Where no cost is indicated, cover and other costs are met through planned leadership time and from existing resources held within school.

Based on Self- Evaluation and school review in October 2018, the school considers overall effectiveness to be GOOD

The Key Strategic Intents for development in this School Development Plan link with the four Ofsted areas for Inspection, which are:

Quality of Education Behaviour and Attitudes Personal Development Leadership and Management

Monitoring and evaluation of progress of School Development Plan priorities

Governors will be lead in a number of activities to monitor the progress we are making in key priorities, making the success criteria their focus. Any Governor visit reports will be made available to their committees and to the Governors as a whole at FGB meetings. All Governors will have a good understanding of the SDP with Chairs of committees having most knowledge. HT reports to Governors will provide updates from SLT members as well as middle leaders who are responsible for certain priorities. Self-evaluation will also be a key driver in this process of accountability to Governors.

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Evaluations could look like any of the following: Learning observation, work / planning scrutiny, moderation of work, analysis of assessment data, surveys and Pupil Progress Meetings.

Data from School’s own monitoring systems will provide Governors with additional information to assist in the self-evaluation process which will lead to improvements.


Strategic Intent 1 –Quality of Education

We will provide every pupil with an outstanding education that equips them for life and supports their personal aspirations.

School Development Priority

Equipping pupils with the life skills needed to develop independence. Meeting the needs of all students, all of the time through opportunities that are exciting, stimulating and empowering.

School Improvement Priorities

2019 We will implement the new ‘Dimensions’ curriculum ensuring all students are offered a wider range of opportunities for enrichment alongside the National Curriculum offer

2020 Pupils take part in a wide range of initiatives and activities beyond the curriculum that complements it and that enriches school life and learning

2021 We offer an extensive programme of activities beyond school and in the local community in partnership with other schools and services


Strategic Intent 2– Behaviour and Attitudes

Ensure capacity to meet the needs of all children in Blackpool with the most complex and challenging needs


The development of an intensive support centre to meet the needs of the most challenging pupils whose needs are currently being met beyond the LA


2019 Define the Woodlands School offer, ensuring that all stakeholders recognise the strengths of the school

2020 Ensure the capacity to meet the needs of the most complex students

2021 Develop a business plan in consultation with stakeholders


Strategic Intent 3 – Personal Development

We will produce confident young people who are creative and resilient and who can demonstrate respect and fairness in their communities.


To create a network of professionals to support children and families through transitions and to encourage healthy lifestyles and positive behaviour.


2019 To ensure all students are encouraged to grow healthily, safely and responsibly

2020 To ensure the sustainability of our Healthy Schools accreditation

2021 A cycle of opportunities beyond school to showcase our students and our school


Strategic Intent 4 – Leadership and Management

We will inspire and empower all of our staff team to fulfil their individual potential and ambitions in order to develop the school’s long term capacity to improve.


To create a model of leadership that encourages a culture across all professionals where all students can thrive


2019 To embed a model of distributed leadership to ensure a more systematic approach across school

2020 Create the conditions where expertise can be spread across the school so that everyone can work individually and collectively to improve outcomes for students

2021 To ensure a school wide culture of learning through a continuous improvement mind-set


Strategic Intent 1: We will provide every pupil with an outstanding education that equips them for life and supports their personal aspirations.

Key Priority 1:

Equipping pupils with the life skills needed to develop independence. Meeting the needs of all students, all of the time through opportunities that are exciting, stimulating and empowering.

We will implement the new ‘Dimensions’ curriculum ensuring all students are offered a wider range of opportunities for enrichment alongside the National Curriculum offer

Lead :

Current Situation/Critical Analysis Evidence Required Developments

Actions (Including staff training needs) Role Time Scale

Budget Resource


Procedures for Monitoring Actions

Strategic Intent 2: Lead:


Actions (Including staff training needs) Role Time

ScaleBudget Resource

Success Criteria/Intended Outcomes



Strategic Intent 3: Lead:



Budget Resource


Strategic Intent 4: Curriculum Design Key Priority : Lead:




Budget Resource




Strategic Intent 4: Key Priority : Lead:


Actions (Including staff training needs) Role Time

ScaleBudget Resource




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