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Strategic Plan 2024 in 2024, the High School of Glasgow Will Commemorate Its 900Th Anniversary

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Strategic Plan 2024 in 2024, the High School of Glasgow Will Commemorate Its 900Th Anniversary Project 2024 Our Strategic Plan 1 2 Rector’s Introduction A higher purpose since 1124 The High School of Glasgow, founded as the Choir School, the ‘Sang School’, of Glasgow Cathedral in the 12th century, was born with the then higher purpose of teaching young boys to read and to sing in praise of God. That the School has continued since its origins to become the independent all-through co-educational school of today reflects our commitment to consistently pursuing a higher purpose in all we do. Our School motto, Sursum Semper, encapsulates the mission of a higher purpose well in the translation “ever upwards”. Since our independence in 1976, being saved through the endeavour of our Former Pupils and friends, the High School has grown in pupil numbers, buildings, resources, educational opportunities and national standing. Today in 2019 we are part of the Glasgow and Scottish school educational scene and well regarded as such, despite our changed status as an independent school. This strategic plan aims to unconditionally state not only our vision, mission and values as a school, but to detail how we ultimately aim to be the independent school of choice in the City of Glasgow and the West of Scotland; a nationally recognised beacon of outstanding educational practice and experience; and one in which young people are nurtured to make a life-long difference to their lives and the lives of others, from local to global. We aim to be a school which prizes the abilities, talents and presence of all people: staff, pupils, parents, alumni and the wider local and global community. John O’Neill Rector 3 Context The independent school landscape in Scotland continues to thrive despite the various challenges since 2008 with regard to the economy and various policy positions being taken by the Scottish Government. In addition, independent education continues to face difficult commentary from sections of the Scottish and UK media. It is the case, however, that many families still seek to enrol their children in an independent school, recognising the high standards and wide-ranging educational opportunity and personal development an independent education can provide. To that end, the following strategic plan for The High School of Glasgow provides our response to the present context and coming future landscape with the single purpose of ensuring that the School remains attractive to parents and young people as a first class all-round educational destination. Strategic Plan 2024 In 2024, The High School of Glasgow will commemorate its 900th anniversary. This strategic plan is the first published by the High School since becoming a co-educational independent school following the changes to Scottish selective grammar education in the 1970s. As we look forward to 2024, we wish to articulate not only the values and vision of the School as it now sits in the 21st Century, but to detail our mission and strategic aims for the next five years. The following plan comprises three elements: • Vision, Mission and Values • Whole School Strategic Themes • Strategic Aims 2019-2024 4 5 6 Our Vision To ignite the potential within every young person, that they may enjoy more enriched lives and make a positive difference to others and their communities. Our Mission To be the school of choice in the City of Glasgow and the West of Scotland; a beacon of learning, where the all-round capacities of young people are nurtured, challenged and realised within an inclusive and caring environment of mutual respect, positive relationships and obligations. To be a place of learning constantly in pursuit of excellence and all-round personal development, secured through high quality teaching and learning, rich and wide-ranging opportunities, first class resources and a nurturing supportive ethos drawing upon traditional values and our Christian heritage. Our Values We are a people-centred, welcoming school: the talents, abilities, interests, contribution and development of all lie at the heart of our community, while our approach will always be outward, open, accepting, friendly and with unconditional positive regard. This is our approach to all. We are ambitious: consistently committed to realising and delivering outstanding practice in education, and being nationally and internationally recognised. We are innovative: focused on applying research-informed practice with proven impact in teaching and learning, open to evaluating and using existing, alternative and creative programmes and solutions to continually enhance all-round education. We are community minded: we have an active social conscience and aim to support people locally, in wider Glasgow, and globally. We shall assist one another through bursaries, by being family friendly and by keeping in contact with our alumni. 7 Strategic Themes Learning, Wellbeing, Community and Legacy are the four themes that underpin the strategic aims and operational expectations of the High School. Learning Wellbeing We pride ourselves in providing a broad and Our ethos recognises that people and their challenging curriculum and co-curriculum all-round wellbeing comes first. The capacity encompassing high levels of pupil choice. for young people and staff to flourish in their Our practice and pedagogy is informed by learning and personal development requires proven research and we commit significant all individuals to feel safe, secure, included resources to ensuring high standards of and supported. We consistently aim to place professional learning within our teaching staff. wellbeing at the centre of our communal We are conscious of the evolving impact of life: through our behaviours towards one emerging digital technologies and recognise another, our arrangements in providing that the development of skills is born pastoral guidance, personal and social through mastery of knowledge. We aim to education, opportunities for pupil advocacy be a school nationally recognised for the and leadership, safeguarding, and proactive standards, quality and impact of our practice initiatives to promote mental health and provision. awareness. We recognise that wellbeing underpins everything we aim to achieve for our pupils, staff and wider school community. 8 Community Legacy We are a school that actively embraces Without the ready commitment of our opportunities not only to strengthen the Former Pupils and friends of the School ties of our own community of pupils, staff, in the 1970s, The High School of Glasgow parents, Former Pupils and friends; but also would have disappeared from the story of to engage and seek out opportunities to Glasgow and Scotland. Their legacy is our serve the needs of our local and global thriving and dynamic school community. community. We recognise and support the With that same commitment today we aim, ethical and moral personal development through a sustainable financial model and which arises from helping others, providing active Development Office, to ensure that community service and participating in the School will continue to successfully and charitable activity. In doing so, we are confidently flourish in the future. We will also committed to ensuring we are also keep to our traditional ethos that it is environmentally sustainable in our practices. potential, not background, which decides a We recognise the value to others and their young person’s opportunity to experience a lives which such community involvement High School education. Finally, we recognise provides. In addition we are a school who that we are part of our local community and depend on the generosity and support of the City of Glasgow, and we will continually others, especially our Former Pupils and strive to contribute to both in the future as parental body. For us, community does not in the past, inspired by our historic role as end when a young person leaves school, nor ‘The Town School’. does it end at our school gates. 9 10 Learning What do we want to achieve? A curriculum that closely meets the individual and collective needs of all pupils, and teaching that inspires all pupils to achieve at the highest levels. How will we do it? How will we know? • By promoting pupil aspiration in all areas of learning and • SQA year-on-year comparative results development and maintaining a consistent focus upon • Annual departmental results review evaluation via Results individual pupil progress across all areas. Machine • By ensuring there are well researched, coherent and • Academic attainment and ‘value-added’ monitoring using rigorous learning pathways that cater for all pupils. Equity, CEM baseline data choice, opportunity and challenge are integral to this objective. • UCAS tariff scores • By embedding the use of tracking and monitoring data to • Pupil and parental subject choice satisfaction feedback identify pupil progress. • Pupil survey and focus group feedback • By using quality assurance data to inform departments of their ‘value-added’ impact. • Teaching staff survey on professional development and Investors in People Scotland annual feedback • By consistently achieving nationally recognised academic outcomes. • Teaching staff participation in professional recognition via GTCS or post-graduate certification • By developing a research-informed programme of pedagogy that underpins teaching across the School and ensuring • Teaching staff participation in school teaching and learning consistency of professional practice by all teaching staff. community • By providing a well-resourced programme of professional • Self-evaluation against nationally
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