WASC 2020 Progress of Schoolwide Action Plan and April 2018 Critical Areas for Follow-up

● Critical Area 1 related to Child Protection and Safeguarding has been completed, and GJS is clear on next steps for focus in this high priority area.

● Critical Area 2 related to collaboration across IB programs has been resolutely addressed. A school-wide focus and distributed leadership to a shared vision supported by leadership team restructuring has resolved this Critical Area for Follow-up. The significant shift to shared leadership bodes well for the school, and there is significant capacity for substantial school improvement.

● Critical Area 3 related to the pervasive use of data to inform student learning and support high levels of achievement has commenced through experimentation. The leadership are committed to building a data-driven culture and have established plans for building school-wide capacity with data systems, protocols and data teams. This critical area, given its scope and importance, remains an ongoing Critical Area for Follow-up.

● Critical Area 4 related to Technology Systems and Integration has seen significant infrastructure and systems development. This development was a key driver for success with the HBL program implemented with COVID-19 school closure. The ongoing consolidation of learning platforms and broader access to support learning is warranted. The COVID-19 Pandemic was a disruptor, though the impetus for technology uptake and innovation by faculty will benefit GJS into the future. The Critical Area for Follow-up should be sustained.

● Additional Critical Areas for Follow-up 1 and 2 related to leadership and the school-wide action plan have been addressed. The distributed leadership model and teaming at GJS in the opinion of the Visiting Committee is an influential shift that surfaces the capacities of leaders and faculty to realise the School-wide Action with defined responsibilities and timelines.

WASC 2020 Schoolwide Critical Areas for Follow-Up

Based on the Mid-Cycle visit and the long term needs of GJS, the Visitation team revised and detailed additional Critical Areas for Follow-up to guide our efforts over the coming three years before our next full self-study and visitation:

1. The School Leadership teams further consolidate a culture of data-driven dialogue grounded in professional conversations of practice and focused on gains in student achievement for all students.

2. The Board and School Leadership in collaboration with the Dean of Students and Student Support personnel continue to expand school-wide student services provision – a provision grounded in the tenets of inclusion and the whole child.

3. The Head of School and Leadership build on the established open and transparent communication to expand community partnerships in the ongoing refinement of the school-wide action plan

4. The Leadership teams use the newly established shared leadership model and organisational structures to build greater curriculum articulation through the curriculum review process and a common document management system to improve student learning

5. The Head of School with stakeholder input confirms the strengths of learning at GJS and the profile of GJS graduates as key to the long-term viability and competitive position of the school in the educational marketplace.

6. The School Leadership, in collaboration with the ICT Team, continue to work on the development of technology systems and learning platforms to support innovative learning.