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The Future

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ST. ANDREW HIGH SCHOOL FOR GIRLS VISION Our students will stand out as leaders in the society, maintaining a tradition of excellence, by maximising their academic potential, whilst being socially aware and involved citizens with strong Christian and moral values, contributing positively to the strengthening of the nation. St. Andrew High School for Girls will be an international model for education. It will be recognised and admired as the institution which successfully provides a culture of discipline, morality and achievement for young women in Jamaica. 3


ST. ANDREW HIGH SCHOOL FOR GIRLS MISSION STATEMENT To provide a secondary education for our students in a Christian environment, through the active participation of all stakeholders including the contribution of highly competent and motivated staff with technologically advanced systems, keeping in mind the fourfold development-physical, mental, spiritual and social-so as to equip them with healthy bodies, well trained minds, religious principles and ideals to serve their country as disciplined citizens, to enable them to earn a living and to live a “Life More Abundant�. 4


CORE VALUES • Reverence for God • Excellence • Discipline • Respect • Integrity & Honesty • Kindness & Compassion 5


The Winning Strategy

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FIDUCIARY

LEARNING

INTERNAL

CUSTOMER

ST. ANDREW HIGH SCHOOL’S STRATEGY C1 Exceptional, cutting edge teaching/ learning experience for each student

C2 Parents, Old Girls, Church, professional Organisations and surrounding community entities proactively involved

I1 Delivery of relevant integrated interactive curriculum

L1 Competent and motivated staff recruited and retained

F1 Prudent and transparent management of resources

C3 Students consistently excelling nationally and internationally in academic and other spheres

C4 Students giving voluntary service to the community

I3 Provision and maintenance of technologically advanced facilities and materials

I2 Ongoing assessment, feedback and reward of student performance

L2 Staff trained in current trends in their relevant areas

F2 Timely and accurate financial data provided to all stakeholders

C5 Students demonstrating Core Values

I4 Promoting school spirit, care for the environment and national pride L3 Strong Commitment to and demonstration of core values

F3 Innovative Coordinated and successful fundraising


CUSTOMER PERSPECTIVE: How must we look to our customers?

8


CUSTOMER PERSPECTIVE OBJECTIVE:C1 Exceptional, cutting edge teaching/learning experience for each student MEASURES

BASE 2015-201 6

% students rating 4 or more on their teaching/ learning experience % parents responding to survey rating 4 or more on students’ teaching/ learning experience

63%

2016/ 2017

68%

2020/2021

80%

INITIATIVES

1.  Develop and employ teaching strategies to facilitate differentiated learning thus allowing each student to maximize her potential 2.  Increase the effective use of technology in the teaching/ learning process 3.  Continue the upgrade of buildings, equipment and furniture to required standards

65%

80%

4.  Expand homework programmes to include supervision by Grades 12 & 13 students 5.  Recommend internal & external programmes to address the learning needs of students at the entry level 6. Reduce student/teacher ratio at Grades 7 & 8 in Language Arts & Science Depts and Grade 9 History & Geography Depts 7. Implement annual seminars for students at each grade level based on an agreed focus facilitated by the Learning Enhancement Centre

STATUS

RESP.

HODs/Subject Teachers

Tech. & Env. Com. of the Board of Man./ Oper. Man. Board of Man/ Principal Director of the LEC/Staff Advisor to Student Council and Sixth For Association

Director of the LEC

Board of Man./ Principal Director of the LEC/Grade Coordinator


CUSTOMER PERSPECTIVE OBJECTIVE:C1 Exceptional, cutting edge teaching/learning experience for each student MEASURES

% students rating 4 or more on teaching/ learning experience % parents responding to survey rating 4 or more on students’ teaching/ learning experience

BASE 20152016

2016/ 2017

2020/2021

INITIATIVES

8. Increase time allotted to staff for planning and preparation

63%

-

68%

65%

80%

80%

9. Acquire the services of a social worker to address challenges faced by students 10.Lobby for increase in the number of Guidance Counsellors on the Ministry of Education Establishment. 11. Establish the Office of Leadership Development, Career Guidance and Scholarships

STATUS

RESP.

Board of Man./ Principal

HR Com. of the Board of Man./ Principal Prin./HOD Guid. & Couns. Depart. Prin./HOD Guid. & Couns. Depart .

12. Establish a career mentorship programme for students of Grades 11 to 13 as a means of creating networks and to get students prepared for the working world

LCS Coordinator & HOD Guidance

13 Provide work experience opportunities for students as a means of exposing them to various career options

LCS Coordinator

10


CUSTOMER PERSPECTIVE C2 Parents, Old Girls, Church, Professional Organizations surrounding community entities pro-actively involved MEASURES

# school projects and programmes supported by parents

BASE 2015/16

2016/ 2017

12

14

74%

76%

2020/2021

20

85%

% parents paying PTA dues # school projects and programmes supported by Old Girls annually

10

# of school projects and programmes supported by the Church annually

4

12

5

15

6

INITIATIVES

Status

RESP.

1. Collaborate with SAHS Foundation to improve communication with surrounding community entities

Principal/ Principal’s Exec. Asst.

2. Strengthen and maintain the mentorship programme for students

HOD Guid. & Couns./ (Chair of Health and Welfare Com. of the PTA/President OGA

3. Collaborate with Church to identify and implement areas for support and involvement in the school community eg. Counselling, outreach and youth related activities 4. Liaise with SAOGA to design strategies to continue to promote membership of the Old Girls’ Association locally and in the diaspora

Board of Man./ Principal/ Chaplains

Staff Rep. on the Old Girls’ Exec/SAOGA 11


CUSTOMER PERSPECTIVE C2 Parents, Old Girls, Church, Professional Organizations surrounding community entities pro-actively involved BASE 2016/2017 2020/2021 2015/16

# school projects and programmes supported by parents

12

14

74%

76%

20

85%

% parents paying PTA dues # school projects and programmes supported by Old Girls/ Foundation

10

12

15

# of school projects and programmes supported by the Church

4

5

6

# of school projects and programmes supported by surrounding community entities

5

6

8

INITIATIVES

Status

RESP.

5. Create activities to foster improved parental involvement and relationships eg. Grade Socials as well as Inter-Grade Projects

VPs/Grade Coords./ (PTA Grade Reps.)

6.Ensure the access and use of database/skills bank of parents and Old Girls

Exec. Asst./ Computer Technician/PTA

7.Expand the circulation of school news appropriately via the Legacy News newsletter by expanding the SAHS Development Database to include all stakeholders and customers including the SAOG in the diaspora

8.Expand participation of surrounding community entities

SAHS Foundation/ SAHS Website Administrator

Chair of the SAHS Foundation12 Principal


CUSTOMER PERSPECTIVE C3: Students consistently excelling nationally and internationally in academic and other spheres BASE 2015/16

2016/ 2017

2020/2021

% current students per year who have received national and international awards and other forms of recognition

13%

15%

20%

% students passing 5 subjects or more at CSEC

97%

MEASURES

INITIATIVES

% students passing 3 subjects or more at CAPE

98%

% students gaining Grade 1 in 4 subjects or more at CSEC

55%

99%

60%

100%

100%

80%

RESP.

1 Improve the system of the Grade Level Awards in Upper School

VPs/Grade Coordinators

2.  Expand the LE Department to focus on gifted students and Staff Development

Board /Principal

3. Strengthen the Peer Tutoring Programme within and across Grade Levels

99%

Status

4. Devise strategies to increase the National and Regional placements in the CXC Examinations

Prin./Director of the LEC

VPs/HODs

5. Increase the number of departments involved in national and international competitions

VPs/HODs

6.Establish Database of existing National Competitions to facilitate awareness and increase participation by students

HODs/PR Committee of the PTA

7 Update scholarship awards boards in the AV Centre

Exec. Asst. 13


CUSTOMER PERSPECTIVE C3:Students consistently excelling nationally and internationally in academic and other spheres MEASURES

BASE 2015/16

2016/ 2017

2020/2021

% current students per year who have received national and international awards and other forms of recognition

13%

15%

20%

% students passing 5 subjects or more at CSEC

97%

99%

INITIATIVES

8.

Strengthen the Programme developed by the Learning Enhancement Department to monitor the academic performance and address the learning needs of all students performing below the acceptable level

9.

Provide Academic Staff with resources and research findings regarding future skill sets in an effort to prepare students for the world of work

Status

RESP.

Director of LEC/VPs

100%

% students passing 3 subjects or more at CAPE

98%

99%

100%

% students gaining Grade 1 in 4 subjects or more at CSEC

55%

60%

80%

% students gaining Grade 1 or 2 in 2 subjects or more at CAPE

55%

60%

75%

Director of LE Centre

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CUSTOMER PERSPECTIVE C4 Student giving voluntary service to the Community MEASURES

% students involved in school-based community service programmes

# of Public Spirit Awards given to students each year

BASE 2015/16

91%

9 (2014-15)

2016/2017

93%

12

2020/2021

98%

INITIATIVES

STATUS

RESP.

1. 

Strengthen student philanthropy through improving the awareness of community needs

HOD Guid. & Couns./Grade Coords.

2. 

Update directory of Community Service Projects by grade to assist students to fulfil community service requirement thus encouraging public spirit

Community Service Coordinators

3. 

Monitor Community Service Programme to ensure consistent participation by all students

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4. 

Increase students awareness of the criteria for Public Spirit awards

Grade Coords./ Form Teachers

VPs/Grade Coordinators 15


CUSTOMER PERSPECTIVE C5 Students Demonstrating Core Values MEASURES

% of students receiving 4 or more on demonstration of Core Values based on staff rating (5 point scale)

BASE 2015/16

TBD

TBD % of students receiving merit marks/ Certificates of School Citizenship and other forms of commendation which reflect active demonstration of Core Values

2016/2017

60%

55%

2020/2021

80%

70%

INITIATIVES

1.  Establish clear definitions of Core Values by involving students in an exercise to explain their understanding of each Core Value 2.  Build repertoire of interventions organized by the Guidance & Counselling Department to strengthen commitment to Core Values 3.  Ensure sustainability of Summer Enrichment Programme and follow up activities 4.  Vision, Mission and Core Values to be screen savers on all school computers

STATUS

RESP.

Balanced Scorecard Coordinator/ Grade Coordinators

Director of LEC/Grade Coords. Vice Principals

Principal/VPs

Computer Technicians

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CUSTOMER PERSPECTIVE C5 Students Demonstrating Core Values MEASURES

BASE 2015/16

2016/ 2017

2020/2021

% of students receiving 4 or more on demonstration of Core Values based on staff rating (5 point scale)

TBD

60%

80%

% of students receiving merit marks/ Certificates of School Citizenship and other forms of commendation which reflect active demonstration of Core Values

TBD

55%

INITIATIVES

STATUS

RESP.

5. Construct Housing facility to provide accommodation for students in need of a safe and nurturing residential facility.

SAHS Foundation / Board of Management

6. Develop programmes to provide adequate supervision and guidance for these students

Guidance & Counselling Dept

70%

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INTERNAL PERSPECTIVE: At what key processes must we excel in order to satisfy our customers?

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INTERNAL PROCESSES I 1 Delivery of relevant, integrated, interactive curriculum MEASURES

% teachers receiving 4 or above from students each year on delivery of curriculum

BASE 2015 /16

2016/ 2017

2020/2021

55%

58%

70%

100%

100%

100%

(5 point scale)

% departments reviewing and / or modifying curriculum each year

INITIATIVES

STATUS

RESP.

Principal

1. 

Engage the services of the Academic Affairs Committee of the Board of Management to assist Heads of Department with oversight of the curriculum

2.

Ongoing curriculum review based on guidelines approved by Academic Affairs Committee of the Board of Management

3. 

Reduce the teaching hours of Heads of Department and Grade Coordinators to 10 to 12 hours per week to strengthen and broaden ongoing appraisal of curriculum delivery and to aid in discipline respectively

Board of Man./Prin.

4. 

Modify the current curriculum to reflect the integrated and interactive approach as informed by the National Standards Curriculum

HODs / Teaching Staff

Academic Affairs Com./ HODs

19


INTERNAL PROCESSES I 1 Delivery of relevant, integrated, interactive curriculum

MEASURES

% teachers receiving 4 or above from students on delivery of curriculum

BASE 2015/16

55%

2016/2017

58%

2020/2021

70%

INITIATIVES

5. Align Lesson Planning with the requirements of the Integrated and Interactive approach as informed by the National Standards Curriculum

(5 point scale)

% departments reviewing and /or modifying curriculum each year

100%

100%

100%

6. Provide training for teachers in the skills and methodology required to deliver this curriculum

STATUS

RESP.

VPs/HODs

Prin/Staff Dev. Comm

20


INTERNAL PROCESSES I 2 Ongoing assessment, feedback and reward of student performance MEASURES

BASE 2015/16

2016/2017

2020/2021

% students qualifying for school and grade level awards

57% (2014-15)

60%

70%

% teachers adhering to department’s assessment requirement for students

97%

100%

100%

% teachers rated 4 or more for assessment and feedback by students

44%

INITIATIVES

1.

2.

50%

70%

3.

(5 point scale)

4.

Increase services provided by the EDU365 SIMS to allow parents access to information on academic and non-academic performance of their daughters HODs to monitor assessment schedule required to ensure equity and relevance for all students Devise strategies to ensure that student’s academic performance is rewarded based on established criteria Develop a Form Teacher Manual and provide specialized training for Form Teachers

STATUS

RESP.

SIMS Coordinator HOD Staff Tech. Integration Team/(Info. Tech. Com. of the PTA)

HOD

VPs/HODs/ Grade Coordinator

VPs 21


INTERNAL PROCESSES I 3 Provision and maintenance of technologically advanced facilities and materials BASE 2015/16

2016/ 2017

2020/2021

Ratio of students to Desk Top computers available

1:17

1:15

1 :10

% labs (all practical areas) equipped to meet needs of curriculum

100%

100%

100%

INITIATIVES

1. 

2.

% of students with registered computing devices

70%

80%

100%

3. 

Expand and upgrade technological facilities special emphasis to be placed on a managed clientserver computer network to include a robust wireless infrastructure Strengthen team responsible for technological support including employment of Network Administrator

STATUS

RESP.

Staff Tech. Integration Team/Info. Tech. Com. of the PTA

Principal/Board of Man.

HODs/Prin

Periodic procurement of relevant software and other instructional material 22


INTERNAL PROCESSES I 3 Provision and maintenance of technologically advanced facilities and materials MEASURES

Ratio of students to Desk Top computers available

BASE 2015/16

1:17

2016/2017

1:15

2020/2021

1:10

INITIATIVES

4 Ensure ongoing maintenance of expanded facilities

5. Implement Behaviour Management Module of EDU365

% labs (all practical areas) equipped to meet needs of curriculum

100%

100%

100%

% of students with registered computing devices

70%

80%

100%

6.  Expand the staff room to accommodate increased numbers as well as to provide the space required for improved technological facilities

7.

Establish new assessment practices using current technology

STATUS

RESP.

Systems Admin/ eLearning Coor/ Staff Tech Integration Team SIMS Coor/ VPs

Tech. & Env. Com. of the Board of Man./ Oper. Man.

.Technical Integration Team/HOD

23


INTERNAL PROCESSES I4 Promoting school spirit, care for the environment and national pride MEASURES

BASE 2015/ 16

2016/ 2017

2020/2021

% students involved in at least 1 co-curricular activity

94%

95%

100%

% staff involved in at least 1 cocurricular activity

69%

71%

75%

% departments that promote environmental awareness and national pride through their lessons plans and delivery

69%

75%

INITIATIVES

1. 

Expand the role of the Co-Curricular activities team to include the development of strategies geared at increasing the number of students involved in co-curricular activities

2. 

Implement programmes to facilitate the development of positive environmental and conservation practices within the school community

100%

3. 

Integrate modules in the curriculum which foster national pride

STATUS

RESP.

Co-Curricular Activities Coordinator

Tech. & Env. Com. of the Board of Man./ Staff Advisor to the Env. Club

HODs/ (Academic Affairs Com. of the Board of Man.) 24


I4 Promoting school spirit, care for the environment and national pride MEASURES

BASE 2015/16

2016/2017

2020/2021

% students involved in at least 1 co-curricular activity

94%

95%

100%

% staff involved in at least 1 cocurricular activity

69%

71%

75%

% departments that promote environmental awareness and national pride through their lesson plans and delivery

69%

75%

INITIATIVES

4. 

Develop programmes to inculcate “representational etiquette” and pride in the school by the students whether they are in or out of the school uniform

5. 

Expand the services of the Emire James Museum as a means of preserving the school’s heritage for posterity

100% 6. 

Align Clubs with national bodies/ NGOs eg Environmental Club with Jamaica Environment Trust

STATUS

RESP.

HOD Guid. & Couns./ Grade Coords.

Principal/ Museum Curator.

VPs/HODs

25


I4 Promoting school spirit, care for the environment and national pride

MEASURES

% Clubs and societies engaged in activities that promote environmental awareness and national pride

BASE 201516

TBD

2016/201 7

60%

2020/2021

80%

INITIATIVES

STATUS

RESP.

Staff Advisors to Clubs & Societies/Co Curricular Coordinator

26


LEARNING & GROWTH: What tools, information and organisational environment do our staff need in order to deliver the key processes that satisfy our customers?

27


LEARNING AND GROWTH L1 - Competent and Motivated staff recruited and retained MEASURES

% staff meeting job qualifications

BASE 2015/ 16

2016/ 2017

96% FT 88% PT

98% 90%

8%

2020/2021

49%

(5 point scale)

TBD

RESP.

1. Update Academic Staff Handbook

VP Upper School

5

5%

2. Review and update all job descriptions for Administrative and Ancillary staff

HR Com. of the Board of Man./Bursar

55%

80%

3. Develop and implement a mentorship programme for all new staff with reference to the MOE Programme

VPs/HR Com. of the Board of Man.

(4 point scale)

% staff rating 4 or more on Staff Motivation Survey

Status

100% 90%

% of full time staff turnover % staff rating 3.5 or more on staff appraisal

INITIATIVES

80%

90%

4. Strengthen programmes geared towards staff wellness (physical and emotional)

Staff Welfare Com./(Staff Events Com./ PE Dept.)

5. Provide dedicated counselling for staff

Church Chaplains/ Principal

6. Improve and expand incentive programme for staff

Board of Man PTA/ Foundation OGA 28


LEARNING AND GROWTH L2Staff trained in current trends in their relevant areas MEASURES

% teachers using skills based activities and learning strategies based on students evaluation

BASE 2015/16

2016/ 2017

2020/2021

INITIATIVES

1. 

TBD

% of teachers rating 3 or more on staff appraisal on the use of learning strategies to develop and improve skills relevant to the subject area (4 point scale)

TBD

% total staff attending prescribed professional development seminars each year

95% FT

55%

80%

60%

80%

2. 

3. 

98%

100% 4. 

82% PT

85%

90%

Structure time table to provide at least one common teaching time at each grade level to facilitate the implementation of team teaching Enhance staff development through the provision of ongoing professional development courses facilitated by the Learning Enhancement Centre Source expertise in specialized areas to facilitate training Identify on line training opportunities for staff

STATUS

RESP.

Time Table Com./Principal

Director of LEC/Staff Dev. Com

Staff Dev. Com./Director of LEC HOD/LE Dept 29


LEARNING AND GROWTH L3 – Strong Commitment to and Demonstration of core values MEASURES

% staff receiving 4 or more on commitment to and demonstration of core values, based on Student Rating (5 point scale)

% staff receiving 4 or more on commitment to and demonstration of core values, based on Staff Rating

BASE 2015/16

61%

TBD

2016/ 2017

2020/2021

65%

80%

60%

INITIATIVES

1. 

Establish clear definitions of Core values by involving staff in an exercise to explain their understanding of each Core Value

2. 

Purposefully integrate the discussion of Core Values during staff recruitment exercises

3. 

Display Core Values in strategic areas on the school compound including screen savers, staff areas/rooms

80%

(5 point scale)

4. 

Implement annual surveys of staff.

STATUS

RESP.

Prin/VPs

Prin/VPs/ HODs

Staff PR Committee

Bal. Scorecard Team/Strategy Consultant 30


FIDUCIARY PERSPECTIVE: How must we look to our stakeholders and donors?

31


FIDUCIARY F1 - Prudent and transparent management of resources MEASURES

% stakeholders groups involved in the annual budget and review process

% budgeted financial targets met each year

BASE 2015/16

100%

100%

2016/2017

100%

100%

2020/2021

100%

100%

INITIATIVES

STATUS

RESP.

1. Develop and implement an efficient system to ensure that departmental budgets inform the preparation of the school’s overall budget

Prin./Finance Com. of the Board of Man.

2. Provide training in budget preparation for Heads of Department

Finance Com. of the Board of Man./Bursar

3.Improve HOD Contribution to the Budgeting Process

Prin/Bursar

4. Implement a sustained and integrated programme for utility usage reduction

Tech Env Comm of Board of Man. / Operation Manager

32


FIDUCIARY F2 - Provide timely and accurate financial data to all stakeholders MEASURES

# of qualifications in external audit reports

% reports delivered to the stakeholders according to agreed schedule

BASE 2015/ 16

0

100%

2016/2017

0

100%

2020/2021

0

100%

INITIATIVES

STATUS

RESP.

1. Develop a manual to outline operational standards for the staff in the Accounts Department

Bursar/Finance Com. of the Board of Man.

2. Strengthen financial management of the institution through training and/ or recruitment of suitably qualified staff

Bursar/Finance Com. of the Board of Man.

3. Conduct regular formal appraisal for Administrative and Ancillary Staff to meet completion deadline by December annually

Bursar/Oper Manager .

4. Devise an efficient method of communicating financial information with staff members, parents and Old Girls

Bursar/Prin.

33


FIDUCIARY F2 - Provide timely and accurate financial data to all stakeholders MEASURES

# of qualifications in external audit reports

% reports delivered to the stakeholders according to agreed schedule

BASE 2015/ 16

0

100%

2016/2017

0

100%

2020/2021

INITIATIVES

0

5. Provide audited annual accounts to a fixed schedule

STATUS

RESP.

Bursar/Principal

100%

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FIDUCIARY F3 - Resourceful, innovative and successful fundraising MEASURES

% of all fundraising targets met

BASE 2015/16

100%

2016/2017

100%

2020/2021

100%

INITIATIVES

1.  Establish SAHS Foundation as the fundraising arm of the Board of Management with responsibility for coordinating the fundraising activities of the school 2. Identify list of priority and other projects and estimated fundraising budget targets for each project q  Identify responsibility for implementation q  Develop fundraising campaigns and timeline 3. Expand incomegenerating projects particularly from practical areas

STATUS

RESP.

Principal/Chair Board of Man.

Principal/SAHS Foundation Chair/ President SAOGA/ President PTA Prin/President SAOGA/ President PTA Prin/Chair SAHS Foundation/ Chair Board of Management HODs/ Vocational Areas/VPs 35


APPENDIX In some cases, St. Andrew High School for Girls may not be currently tracking information, or the information may not exist, as in the case of surveys that will be administered for the first time. In these cases, where baseline information is not available: ‘TBD’ refers to ‘To Be Determined.’

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Balanced Scorecard – St. Andrew High School for Girls

This document – The Balanced Scorecard for St. Andrew High School for Girls (2016-2021) was prepared with the involvement of all stakeholder groups within the institution. After careful consideration this Strategic Plan has been duly approved by the Board of Management of the St. Andrew High School for Girls.

---------------------------------

----------------------------

Sharon Reid (Mrs.)

Marjorie Hyatt (Mrs.)

Principal

Chairman, Board of Management November 1, 2016

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Balanced scorecard 2016 2021 nov 1 2016 final  
Balanced scorecard 2016 2021 nov 1 2016 final  

A must-read for all stakeholders - the strategic planning and management system for our school which aligns the school's activities to our v...

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