Hobsonville School Strategic Plan 2024-2025 Overview
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Strategic
Plan
2024 – 2025
HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025
PRESENTED: NOVEMBER 2023
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Aim for the highest cloud so that if you
miss it, you will hit a lofty mountain.
Whāita te iti kahurangi ki te tūohu koe
me he maunga teitei.
(MĀORI PROVERB)
Hobsonville School Charter
| 2024 – 2025
VISION
AMBITION
SUCCESS
VALUES
GOALS
STRATEGIC
INITIATIVES
To be the BEST you can be
Learners who are culturally, socially, emotionally & academically confident
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RESPECT
–
Whakaute
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RESPONSIBILITY
–
Haepapa
–
ATTITUDE
– Waiaro –
PRIDE
–
Whakahī –
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1.1
Give effect to Te Tiriti o Waitangi.
1
.
2
Coordinate actions to become culturally
competent with diverse pacific learners.
1.3
Activate partnerships with whanau and
community.
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2.1
Sustain and value what we have and
believe.
2.2
Embed collaborative planning and
responsive teaching.
2.3
Strengthen leadership capabilities.
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Perspectives
Action Plan and
Strategic Goals
OUTCOMES – to Vision
INPUT
INITIATIVES / OUTPUTS
SHORT-TERM OUTCOME
MEDIUM-TERM OUTCOME
LONG-TERM OUTCOME
STRATEGIC GOAL 1:
Empower all Akonga
1.0
|
Our People
HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025
P
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Give effect to Tiriti
O'Waitangi.
Coordinate actions to
become culturally
competent and responsive
leaders
and teachers.
Activate partnerships with
whanau and the
community.
Realise the
potential
of all learners.
Practices, environment
and facilities reflect our
belief that high
expectations and
relationships are
fundamental to learning.
Informed practitioners
through relevant PLD.
People who feel
connected to the school.
Learners demonstrate
agency and self-efficacy.
Our people speak Te
Reo confidently.
The practice reflects
what we believe and is
sustained.
Our people reflect the
vision and values
of the school
Māori and Pasifika and
all other learners
progress, meet or
exceed expectations.
All learners and
their families are
safe, valued and
equipped to achieve their
educational aspirations.
Perspectives
Action Plan and
Strategic Goals
OUTCOMES – to Vision
INPUT
INITIATIVES / OUTPUTS
SHORT-TERM OUTCOME
MEDIUM-TERM OUTCOME
LONG-TERM OUTCOME
STRATEGIC GOAL 2:
Embed collective teacher efficacy through collaboration so that we can sustain and value what we have and believe
2.0 |
Our Teaching & Learning
HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025
Teachers have a
collective belief that
they will have a
positive impact on
learning (Efficacy).
Leaders who are
accountable for
student progress.
Leaders lead with
fidelity.
Embed systems for
partnerships with
community.
Planning is responsive
to the needs of
students while
continuing to reflect
acceleration and
engagement.
Our teachers are
highly skilled
responsive
practitioners.
Leaders improve and
strengthen the
school’s teaching
capability and
capacity.
Strengthening
home-school
partnerships.
Learner progress and
achievement
outcomes are
consistently equitable
and excellent for all
learners.
The impact of our
teaching on all
learners is
continuously
improving.
Leaders capabilities
are continuously
improving.to support
the pace and success
of change.
Community
understands the
learning and engage in
reciprocal learning
centred relationships
and partnerships.
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Provide relevant
professional
development.
Strengthen leadership
accountability through
regular conversations
with leaders about
students progress and
achievement.
Activate partnerships
with Whanau and
community.
Strengthen planning
and responsive
teaching.
C
Perspectives
Action Plan and
Strategic Goals
OUTCOMES – to Vision
INPUT
INITIATIVES / OUTPUTS
SHORT-TERM OUTCOME
MEDIUM-TERM OUTCOME
LONG-TERM OUTCOME
3.0 |
Our Innovation & Challenge
HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025
P
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g
Seek purposeful
partnerships with
other communities
for learning.
To develop empathetic
interpretative behaviours
for life.
Strengthen kaitiakitanga
(environmental
guardianship).
Use conceptual learning
as a vehicle for Inquiry
learning, including
STEAM subjects.
Strengthen
partnerships.
The school
environment is cared
for and supported by
all.
Learning is enhanced
through partnerships
and connections.
Learners match
feelings with words and
understand their own
behaviours.
Design a conceptual
learning programme
that involves student’s
prior knowledge,
identity and ways of
making sense of the
words.
Higher level thinking
through authentic
learning experiences.
Our learners are
flexible, adaptive,
confident learners who
understand themselves
and others.
New initiatives
challenge students
thinking about their
guardianship and their
role in it.
Learners who access all
parts of the brain to live
successfully (emotional,
social
and academic).
Community
collaboration is well
established to enrich
opportunities for
students to be
successful.
Learners see the
school environment and
community as a
learning
resource that enables
success for all.
Educated learners
who make sense
of our world.
Hobsonville School's strategic plan for 2024-2025 focuses on empowering learners to be culturally, socially, emotionally, and academically confident. The plan includes ambitions to empower all learners, embed a balanced curriculum, and enhance collective teacher efficacy through collaboration. Goals encompass sustaining beliefs, promoting collaborative teaching, strengthening leadership, and upholding the principles of Te Tiriti o Waitangi. Strategic initiatives involve cultural competence, partnerships with communities, and fostering a positive impact on learning through skilled practitioners, aiming to create a safe, valued, and enriching educational environment for all learners.
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Strategic Plan 2024 2025 HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025 PRESENTED: NOVEMBER 2023
Aim for the highest cloud so that if you miss it, you will hit a lofty mountain. Wh ita te iti kahurangi ki te t ohu koe me he maunga teitei. (M ORI PROVERB)
Hobsonville School Charter | 2024 2025 To be the BEST you can be VISION Learners who are culturally, socially, emotionally & academically confident AMBITION 1.0 | Empower all learners. 3.0 | Embed a balanced academic, social & emotional curriculum so that all Akonga make progress 2.0 | Embed collective Teacher efficacy through collaboration. GOALS 2.1 Sustain and value what we have and believe. 2.2 Embed collaborative planning and responsive teaching. 2.3 Strengthen leadership capabilities. 1.1 Give effect to Te Tiriti o Waitangi. 3.1 Develop empathetic interpretive behaviours 3.2 Strengthen kaitiakitanga (environmental guardianship). STRATEGIC INITIATIVES 1.2 Coordinate actions to become culturally competent with diverse pacific learners. 1.3 Activate partnerships with whanau and community. Teachers have a collective belief they will have a positive impact on learning. (Efficacy) Our teachers are highly skilled responsive practitioners. Learners who live enriched lives. Educated learners who protect our planet. Maori and Pacific learners and their families are safe and valued, and equipped to achieve their educational aspirations. SUCCESS RESPECT Whakaute RESPONSIBILITY Haepapa ATTITUDE Waiaro PRIDE Whakah VALUES
1.0 | Our People HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025 STRATEGIC GOAL 1: Empower all Akonga Action Plan and Strategic Goals OUTCOMES to Vision Perspectives INPUT INITIATIVES / OUTPUTS SHORT-TERM OUTCOME MEDIUM-TERM OUTCOME LONG-TERM OUTCOME People tools and resources Practices, environment and facilities reflect our belief that high expectations and relationships are fundamental to learning. Give effect to Tiriti O'Waitangi. Our people speak Te Reo confidently. Teaching and leadership Coordinate actions to become culturally competent and responsive leaders and teachers. The practice reflects what we believe and is sustained. All learners and their families are safe, valued and equipped to achieve their educational aspirations. Informed practitioners through relevant PLD. School culture and community Our people reflect the vision and values of the school Activate partnerships with whanau and the community. People who feel connected to the school. M ori and Pasifika and all other learners progress, meet or exceed expectations. Academic learning Realise the potential of all learners. Learners demonstrate agency and self-efficacy.
2.0 | Our Teaching & Learning HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025 STRATEGIC GOAL 2: Embed collective teacher efficacy through collaboration so that we can sustain and value what we have and believe Action Plan and Strategic Goals OUTCOMES to Vision Perspectives INPUT INITIATIVES / OUTPUTS SHORT-TERM OUTCOME MEDIUM-TERM OUTCOME LONG-TERM OUTCOME Teachers have a collective belief that they will have a positive impact on learning (Efficacy). Our teachers are highly skilled responsive practitioners. The impact of our teaching on all learners is continuously improving. People tools and resources Provide relevant professional development. Leaders who are accountable for student progress. Leaders lead with fidelity. Strengthen leadership accountability through regular conversations with leaders about students progress and achievement. Teaching and leadership Leaders capabilities are continuously improving.to support the pace and success of change. Leaders improve and strengthen the school s teaching capability and capacity. School culture and community Strengthening home-school partnerships. Community understands the learning and engage in reciprocal learning centred relationships and partnerships. Activate partnerships with Whanau and community. Embed systems for partnerships with community. Academic learning Strengthen planning and responsive teaching. Learner progress and achievement outcomes are consistently equitable and excellent for all learners. Planning is responsive to the needs of students while continuing to reflect acceleration and engagement.
3.0 | Our Innovation & Challenge HOBSONVILLE SCHOOL STRATEGIC PLAN FOR 2024-2025 C Action Plan and Strategic Goals Perspectives OUTCOMES to Vision INPUT INITIATIVES / OUTPUTS SHORT-TERM OUTCOME MEDIUM-TERM OUTCOME LONG-TERM OUTCOME Community collaboration is well established to enrich opportunities for students to be successful. People tools and resources Learning is enhanced through partnerships and connections. Seek purposeful partnerships with other communities for learning. Strengthen partnerships. Teaching and leadership Learners match feelings with words and understand their own behaviours. Our learners are flexible, adaptive, confident learners who understand themselves and others. Learners who access all parts of the brain to live successfully (emotional, social and academic). To develop empathetic interpretative behaviours for life. School culture and community Strengthen kaitiakitanga (environmental guardianship). The school environment is cared for and supported by all. New initiatives challenge students thinking about their guardianship and their role in it. Learners see the school environment and community as a learning resource that enables success for all. Use conceptual learning as a vehicle for Inquiry learning, including STEAM subjects. Design a conceptual learning programme that involves student s prior knowledge, identity and ways of making sense of the words. Academic learning Higher level thinking through authentic learning experiences. Educated learners who make sense of our world.
