TE KURA TAKAWAENGA O WHANGĀREI
Ma te Whānaungatanga
Ka Whai Matauranga te Akonga
Ka Tū Rangatira
Through developing and maintaining
Knowledge can be found
Which will allow the learner
strong relationships
to stand with confidence
Our tamariki are
Our tamariki are
Our tamariki are
Embracing Language,
Embracing Technology
Embracing Teamwork
Culture and Identity
We measure success by...
● Parental/Whānau involvement
● Student Engagement
● A climate of goal achievement
● Students walking the school
● Skil s for the 21st-century learner
● A climate of leadership
values
● Student managing their own
● A climate of positive and
● Greater awareness of our
learning
caring, learning environments
community and other cultures
VALUES: Manaaki i ahau. Manaaki tangata. Manaaki Taiao.
Respect for self. Respect for others. Respect for the environment
CONTEXT
Whangārei Intermediate School is a multicultural inner city school. It was built in 1955 and opened in 1957 with only Year 8s to begin with, from
various school communities: Maunu, Hora Hora, Whangārei Primary, Whau Val ey, Onerahi, Otangarei, Morningside, Tikipunga and Raurimu
Ave. Our association with these communities continues but now includes the outlying communities as wel : Glenbervie, Portland, Otaika,
Parua Bay, Whangārei Heads, Ruakaka, St Francis Xavier. W.I.S is predominantly 48% Pakeha and 48% Maori. We have a strong bicultural focus
celebrating the uniqueness of Whangārei. We have 6 specialist teachers: Hard Materials, Coding and Robotics, Food and Nutrition, Art, Music
and Performance Art, and operate 5 teams: Te Whānau o Waiarohia, Te Whānau o Kauika, Te Whānau o Waimirirangi, Te Whānau o
Tawatāwhiti, Te Whānau o Parihaka. We are decile 4 and a rol of 690+ students.
Mission Statement
‘To create a positive, caring learning community that enables students and teachers to realise their individual potential’
Kia hangaia e te whakaaro tika , e te atawhai pono, te kohanga marama hei tau i ngā ākonga, i nga māhita ki ō rātou ake pūkenga.
We are a learning community where self-development, intel ectual empowerment, and lifelong learning are esteemed core values of the
school. As set out in our mission statement, our school encourages students and teachers to 'dedicate their minds to inquiry and lifelong
learning'. We nurture each student to achieve his/her ful potential, with a focus on the development of the whole child. Student
achievement and growth are paramount and are our core business. At W.I.S we want to break through any limitations that may hinder our
students from excel ing in their learning and developing as people. We promote a problem-solving culture in our school that works and
promotes a ‘can-do’ attitude. We tel our students that having high expectations means being certain that al of us can learn and improve -
no exceptions.
This document presents a long term and strategic vision for the school’s development in the period 2021 – 2024. It was developed after
consultation involving the Board of Trustees, staff members, and parents, and provides:
1. An overview of the school's major aims and current strengths
2. An outline of the school's strategic priorities
3. Ongoing direction for the school in terms of:
✓ Curriculum requirements
✓ Documentation and self-review
✓ Employer responsibilities
✓ Financial and property management
✓ Health and safety
✓ Legislation
It must be understood, of course, that the board may need to revise this strategic plan so as to take account of changing circumstances
that may arise from time to time, e.g. introduction of new legislative requirements, new health and safety concerns. It must also be
understood that many goals in this plan need to be focussed further into specific, measurable and time framed objectives, so as to make
them manageable and achievable. Such objectives wil form the basis of the school’s annual plan.
Charter Undertakings
● The legal responsibility of the Board of Trustees is determined by Section 75 of the Education Act 1989:
- S.75 Board to control management of schools – except to the extent that any enactment or the general law of New Zealand
provides otherwise, a school’s Board has complete discretion to control the management of the school as it sees fit
- S.76 Principals
1. A school’s Principal is the Board’s Chief Executive in relation to the school’s control and management
2. Except to the extent that any enactment or the general law of New Zealand provides otherwise, the Principal
a) shal comply with the Board’s general policy directions, and
b) subject to paragraph (a) of this subsection, has complete discretion to manage as the Principal thinks fit the school’s day to
day administration
- s.65 A Board may from time to time, in accordance with the State Sector Act 1988 appoint, suspend or dismiss staff
● Each school is required to have a Charter.
1. The Mission Statement and The Vision and Values – this is a statement about the school’s vision, values and it values and sets out
what is unique and special about the school.
2. The Strategic Plan – this outlines the school’s direction, priorities and goals for the next five years, based on the school’s stated
vision.
3. The Annual Plan – this shows how the Strategic Plan wil be actioned, and sets strategic goals and actions for the year, including
student achievement targets.
● The school wil determine its priorities based on national priorities and those identified as pertaining specifical y to Whangārei Intermediate
and its community. In meeting both the national and local priorities the school relates its targets to those of the National Administration
Guidelines and the NELPs.
● The Government’s strategy for Maori and Pasifika achievement wil remain a focus for the school. We want these students to enjoy
educational success as who they are – without shedding their cultural identity at the school gate.
● International mindedness wil be an important aspect of the culture of the school. We understand international mindedness to include a
growing inclination towards:
○ An understanding and celebration of the value of diversity
○ Empathy for those who are different, while retaining pride in one’s own identity
○ Open-minded inquiry accompanied by critical thinking about what is discovered in the inquiry
○ Adaptability and the capacity to deal with change
○ An understanding of the need for balancing interdependence and independence
○ An understanding that individuals can improve the state of the world, and an acceptance of the responsibility to take action.
● Being an inclusive school is important to al at W.I.S welcomes al learners into the school. We are committed to providing an inclusive
environment where al students, including those with special learning and behavioural needs, can be ful y involved in al school activities
and can experience success as learners.
Procedural Information
● Whangārei Intermediate School wil lodge with the Ministry of Education a copy of its annual y updated charter and a copy of its Annual
Report in March of each year and publish this on the school's website.
● Whangārei Intermediate School consults with its community, including its Maori and Pasifika community, regularly as part of its three-year
cycle of self-review. Regular opportunities for community consultation take place through open invitations to BOT meetings and regular
events hosted at the school. Consultation is undertaken with regard to al aspects of school life.
● Targets for student achievement wil be identified by the teaching team and curriculum leaders with the assistance of the senior
leadership team and then wil be presented to the Board of Trustees for discussion.
● In addition to the above, the school’s Maori community is consulted to develop ways in which the school aims to reflect New Zealand’s
cultural diversity and the unique position of Maori as expressed in the school charter.
● A copy of the school’s charter is available to parents on the school website.
Strategic Section One
The fol owing section outlines the strategic objectives and associated tasks that relate to the specific direction of Whangārei Intermediate as
identified by the Board, staff, and the wider community. This provides the context for al decision making going forward with regard to al other
NAGS as outlined in Section Two.
W.I.S Charter Objectives
Objectives
Actions
1
Understand what it means to
❖ Develop an awareness of what engages and inspires young adolescents
work with young adolescents in
❖ Cultivate the bicultural and bilingual strengths of the school and the community
our community
❖ Identify ways to foster cultural awareness and appreciation as articulated in our local curriculum based on
principles of the MAC Marautanga (Takanga o te Wā) and Kia Māori Mai
❖ Incorporate values into the ethos of the school
❖ Review te reo Māori programme to help further development in our teacher's capability
2
Develop a rigorous, enriching
❖ Develop shared understanding of KAR pedagogy
and balanced curriculum
❖ Further develop systems to monitor and communicate student achievement
underpinned by KAR pedagogy
❖ Identify the essential elements of an integrated curriculum
in a col aborative learning
❖ Develop planning and assessment systems to support integrated and explicit teaching and learning
environment
❖ Review reporting practices to reflect our curriculum
❖ Further, develop the enrichment programme to provide a breadth of experience including learning of Mandarin
❖ Develop further our international exchange programme
3
Foster and promote an
❖ Develop a teacher-led mentoring system (impact coaches) focusing on professional growth and development
environment of professional
❖ Build professional networks with PLD providers, tertiary institutions, national and international educational networks
growth, development and
❖ Promote opportunities for teachers to share new learning and to promote the school through national and
understanding based on th
e RBL
international presence
principles
❖ Ful implementation of revised new MOE's Appraisal programme according to the Accord
4
Enhance engagement at al
❖ Create an annual communication plan
levels of the school community
❖ Review in house documentation and outgoing communication to ensure branding is consistent
❖ Expand online presence to promote and communicate the WIS experience
❖ Strengthen relationships with local schools to provide greater exposure for students and families joining WIS
❖ Identify opportunities to understand and address public perceptions of WIS
5
Continue to enhance teaching
❖ Develop and maintain robust, secure and efficient infrastructure
and learning and streamline
❖ Provide timely ongoing training and support with administrative tasks
administration through digital
❖ Continue to support PLD to enhance teaching and learning through the use of digital immersion
immersion solutions
❖ Develop systems, programmes and tools to enable tech safe, savvy and smart students
6
Enhance the learning
❖ Develop property plan to incorporate long term goals around facilities, including being a community hub and
environment to support a
al owing appropriately for growth as forecasted.
diverse programme and to
❖ Continue to develop robust HSE/PB4L systems and practices that ensure experiences are chal enging, safe and to
improve overal safety and
take steps to eliminate racism, stigma, bul ying and any other forms of discrimination within the school
wel being
❖ Further, develop a schoolwide culture of health and wel being beyond just physical risks
❖ Explore ways to build resilience and address anxiety among young people
❖ Cultivate a positive and safe school culture where al are mindful of other perspectives
WIS STRATEGIC PLAN
2020
2021
2022
2023
1. Understand what it
❖ Cultivate a positive and safe school culture where al are mindful of other perspectives
means to work with
❖ Cultivate the bicultural and bilingual strengths of the school and the community
young adolescents
❖ Identify ways to foster cultural awareness and appreciation as articulated in our local curriculum based on
in our community
principles of the MAC Marautanga (Takanga o te Wā) and Kia Māori Mai
❖ Promote bilingual/immersion opportunities to our community
❖ Incorporate values into the ethos of the school
Review specialist
programme as it relates to
the vision and belief
statements and the local
curriculum
Develop an awareness of what engages and inspires
young adolescents
2. Develop a rigorous,
❖ Develop shared understanding of KAR pedagogy
enriching and
❖ Develop systems to monitor and communicate student
balanced
achievement
curriculum
❖ Develop further our international exchange
underpinned by
programme
KAR pedagogy in a
❖ Further develop the enrichment programme to
col aborative
provide a breadth of experience including learning of
learning
Mandarin
environment
Identify the essential elements of an integrated curriculum
Develop planning and
assessment systems to
support integrated and
explicit teaching and
learning
Review reporting practices to reflect revised curriculum
STRATEGIC PLAN CONTINUED
2020
2021
2022
2023
3. Foster and promote
❖ Develop a teacher-led mentoring system (impact
an environment of
coaches) focusing on professional growth and
professional growth
development
and development
❖ Build professional networks with PLD providers, tertiary
institutions, national and international educational networks
Promote opportunities for teachers to share new learning
and to promote the school through national and
international presence
Ful implementation of
revised MOE Appraisal
programme
4. Enhance engagement
❖ Review in house documentation and outgoing
at al levels of the
communication to ensure branding is consistent
school community
❖ Strengthen relationships with local schools to provide
greater exposure for students and families joining WIS
including CoL schools
Expand online presence to promote and communicate the
WIS experience
Create an annual
communication plan
Identify opportunities to understand and address public
perceptions of WIS
5. Continue to enhance
❖ Develop and maintain robust, secure and efficient infrastructure
teaching and learning
❖ Provide timely ongoing training and support with administrative tasks
and streamline
❖ Continue to support PLD to enhance teaching and learning through the use of digital immersion
administration through
❖ Develop systems, programmes and tools to enable tech safe, savvy and smart students
digital immersion
solutions
6. Enhance the learning
❖ Develop property plan to incorporate long term goals around facilities
environment to
https://www.netsafe.org.nz/the-kit/netsafe-schools/review-tool/
support a diverse
❖ Explore ways to build resilience and address anxiety among young people
programme and to
❖ Continue to develop robust HSE/PB4L systems and practices that ensure experiences are chal enging, safe and to take
improve overal safety
steps to eliminate racism, stigma, bul ying and any other forms of discrimination within the school
and wel being
Further develop a schoolwide culture of health and wel being beyond just physical risks
Cultivate a positive and safe school culture where al are mindful of other perspectives
DIGITAL IMMERSION PLAN
2021
2021
2022
2023
Develop and maintain
Continue to develop and organise teacher shared architecture (classroom drives, google classroom )
robust, secure and
Continue to develop and revise systems and protocols for pro-active management of student access to
efficient infrastructure
accounts and internet including teacher access to accounts
Continue developing online reporting through the eTAP parent portal for teachers (Spotlight)
Work with eTAP to enable teachers to record, store and access and analyse data
Provide timely and
❖ Continue to work towards a state where akonga wil experience and participate in a digital y normalized
ongoing training and
environment.
support with digital
❖ Continue to implement annual training programme for digital immersion pedagogy / flipped learning and
immersion pedagogy
systems admin eg. G Suite, eTAP, Zero, IRD, Novopay etc. PLD for the total school community - the staff,
and administrative tasks
students and parents and the wider community . To ensure a skil base to enable natural y, almost invisibly,
use of their personal choice of digital technology in every facet of the school’s operations, educational and
administrative.
Continue to develop
Develop a strategic
Implement the strategic programme to achieve meaningful and purposeful
support networks to
programme to achieve
integration of IT (Including the Digital Technologies Curriculum)
enhance teaching and
meaningful and purposeful
learning through the use
integration of IT (Including
of IT
the Digital Technologies
Curriculum)
https://kiatakatu.ac.nz
Continue to develop
Develop skil s to support confident digital immersion integration:
systems, programmes
❖ Critical thinking and analysis of information
and tools to enable tech
❖ Self management of time and resources and learning through flipped approach
safe, savvy and smart
❖ Core technical skil competencies. i.e. G-Suite, File management and organisation
students
❖ Digital citizenship and fluency
The skil s wil support students to be able to:
❖ Generate and communicate new knowledge ideas and understandings
❖ Facilitate effective research and inquiry
❖ Utilise Google classroom to support col aborative and independent learning
❖ Communicate, col aborate and create in a digital world
Strategic Section Two
This section addresses the National Administration Guidelines (NAG). Al operational functions and requirements are covered in this section.
Although not derived directly from the vision the fol owing plan supports the vision by providing an environment that enables the school to
achieve it. Through careful planning and monitoring it is possible for the school to create an ideal learning and teaching environment that
caters directly to the needs of the children.
Curriculum Review Process
Stage
Key Questions
Major Actions
Evaluation
❖ Are students achieving the desired learning
● Analyse the effectiveness of the curriculum (student
Checking that the
outcomes?
achievement; student and teacher feedback)
curriculum provides
❖ Does the curriculum accurately reflect the school’s
● Identify key issues and needs across year levels
appropriate direction
mission and vision?
● Compare to other curricula (Kia Māori Mai) and
❖ Is the curriculum based on current research and
current research
understanding about teaching and learning as wel
● Establish short and long term goals, including
as our students' needs?
recommendations for curriculum revision
❖ To what degree is the existing curriculum resourced
and implemented?
Revision
❖ What features wil be included in the curriculum?
● Curriculum development team (teachers and
Using the findings of the
❖ How might it be organised or restructured?
leadership) meet throughout the year to review
evaluation process to
❖ How might these changes impact teaching and
evaluation data and conclusions and revise the
systematical y refine or
learning?
curriculum:
revise the curriculum
❖ How wil it align across programmes?
○ Essence statements
❖ What impact might these changes have on
○ Policies
resourcing and professional development?
○ Overview
○ Assessment programme
● Plan to support implementation the fol owing year
Implementation
❖ What’s working wel ?
● Incorporate curriculum changes into 'Rich Learning
Starting to use the new
❖ What are the chal enges?
Tasks'
curriculum
❖ What additional support and/or resources might be
● Staff development
needed?
● Feedback from teachers
❖ How are these changes being communicated to
● Parent sessions
the school community?
Monitoring
❖ How is the curriculum being implemented?
● Gather feedback from teachers
Checking that the
❖ How is student learning being impacted?
● Gather feedback from parents/caregivers
curriculum is being
❖ What evidence do we see of agreed upon
● Moderate student work
implemented
teaching methodologies?
● Col ect data
❖ How are new staff being supported?
● Minor changes made as necessary
● Offer PD related to approaches to teaching as
needed
NAG 2: Documentation And Self-Review
Strategic Goals
2.1
To develop and monitor annual y the school’s strategic and operational plans in al areas of school operations within the schools
operational funding.
2.2
To establish an ongoing programme of self review/policy review as per annual calendar and annual plan
2.3
To report to the BOT on the achievement of students, and of Maori and Pasifika students
2.4
To communicate and consult effectively and appropriately with the community through a variety of means
2.5
To undertake BOT training and development as required.
NAG 2: Documentation & Self-Review Annual Plan 2021
Action Required
Who
When
Expected Outcome
Variance
2.1.1 To complete, amend and adjust the
Principal
Term 4
Review completed in line with MOE requirements
annual plan
BOT
2.2.1 To establish self review cycle as per
Principal
Ongoing
Review cycle is implemented and school wil have
strategic and annual plan.
SLT
direction for further planning
2.4.1 Continue with annual reporting cycle
Principal
Ongoing
Board wil be informed on student achievement
to BOT
SLT
Refer target action plan
2.5.1 Communicate with the community
BOT
Ongoing
The community wil be consulted on student
through a variety of means
Principal
achievement and school celebration
Staff
2.6.1 To plan and provide BOT training as
BOT
When
Competent BOT members who are able to make
required
required
an informed decision on school governance
2a.1. Reporting cycle completed on an
SLT
Ongoing
Parents/Caregivers wil be informed on student
1
annual basis
All staff
achievement
NAG 3: Personnel
Strategic Goals
3.1
Develop and further refine procedural frameworks which promote high levels of staff performance (appraisal)
External consultant for leadership appraisal
3.2
Staff the school to reflect the priorities stated in the school’s curriculum
3.3
Ensure a professional development plan as identified in NAG 1 which wil equip staff to deliver quality teaching and learning. This wil
be a combination of (a) whole-staff focus (b) individual as identified through the appraisal process
3.4
Establish systems to ensure the BOT fulfils its role as a ‘good employer’ and to continue policy & procedure development
NAG 3: Personnel Annual Plan 2021
Action Required
Who
When
Expected Outcome
Variance
3.1.1 Continue with appraisal systems and
SLT
Ongoing
Appraisal completed as per PMS
develop Leadership Development
Plans
3.1.2 External consultant completes
External
Ongoing
Appraisal completed and BOT notified
Principal's appraisal
3.2.1 BOT to release Senior Staff to monitor &
Team
Ongoing
Classroom programmes wil be enhanced which wil
support classroom programmes
Leaders
improve student learning
3.2.2 Implement Professional Development
Principal
Ongoing
Staff development wil provide teachers with the
plan as identified in NAG 1 of the
SLT
knowledge and skil s to implement high quality
strategic plan
learning programmes
NAG 4: Finance & Property
Strategic Goals
4.1
Al ocate funds to reflect and support the school’s strategic and operational plans through the annual budget review.
4.2
Implement an efficient programme for maintenance for school buildings and facilities through the 5 year property plan
4.3
Develop school facilities to reflect priorities as stated in the schools charter and strategic plan
NAG 4: Finance & Property Plan For 2021
Action Required
Who
When
Expected Outcome
Variance
4.1.1 To review and prepare Annual Budget Principal
Final-Feb'
Workable budget established within operation
Chairperson
Revised-June
grant limit and local y raised funds
Draft-Nov'
4.2.1 Finalise next 10YPP and commence
Property
Ongoing
Implementation of 5YPP
next 5YPP
Committee
4.3.1 To carry out identified projects in 4.3
Property
Ongoing
Projects
Committee
NAG 5: Health & Safety
Strategic Goals
5.1
To provide a safe physical environment for students and staff through regular policy updating and 5YPP
5.2
Develop or review, as appropriate Health and Safety legislation, policy and procedures and ensure identified staff have current first
aid qualifications
5.3
Consult community regarding Health and PE curriculum
NAG 5: Health & Safety Action Plan For 2021
Action Required
Who
When
Expected Outcome
Variance
5.1.1 Review existing policies as required
BOT Policy
Ongoing
Policies up to date – a safer learning
rep and SLT
environment established
5.2.1 To train identified staff in First Aid
St Johns
Ongoing
Identified staff wil be trained and gain a
recognised qualification
5.2.2 Accident register incident requiring
Office Staff
Ongoing
BOT wil be informed and aware of accidents
medical attention wil be reported to
within the school
BOT
NAG 6: Legislation Goals
Strategic Goals
6.1
Develop systems to comply with al current legislation through policy and procedure
6.2
Board wil take note of any legislation requirements and ensure that management have the opportunity to enhance their legal
literacy
6.3
Ensure al legislative requirements are met regarding the care and protection of International Students
NAG 6: Legislation Action Plan For 2021
Action Required
Who
When
Expected Outcome
Variance
6.1.1 Maintain legislation file
Principal
Ongoing
Policies up to date – a safer learning
environment established
6.2.1 Attend relevant PD to understand
Principal
Ongoing
Legalwise seminars Relevant BOT Training
current requirements
