Our Vision

 
ACCS Vision

3 Key Strategies

Following a detailed review of the strategies of the Strategic Plan 2013 – 2016, evolving changes in the educational sector and the needs of schools and Boards of Management supported by ACCS the following three key strategies were identified for the next phase of the Strategic Plan, 2017 – 2020:

Strategy 1

Shaping the Future by Influencing and Managing Change

Strategy 2

To continue to embed and develop Governance structures in Community and Comprehensive Schools

Strategy 3

Managing the Evolution of ACCS and promoting the Community and Comprehensive School Sector.

 

Strategy 1

Shaping the Future by Influencing and Managing Change

Significant change is taking place in post primary education.  The most meaningful change in curricular reform of a generation is the introduction of the New Junior Cycle Framework.  The New Framework provides the opportunity to reconceptualise how learning and teaching best evolves in our schools.  School leadership will play a significant role in ensuring this reform is successfully embedded in schools.  ACCS is committed to providing guidance and opportunities to develop best practice across Community and Comprehensive schools in this regard.

Other complimentary developments occurring across post primary education include:

  • School Self Evaluation

  • The Digital strategy 2015 - 2020 

  • The new model for Special Education Needs

  • New model of Leadership and Management 

ACCS seeks to be to the forefront in evolving and embedding these new developments in Community and Comprehensive Schools to ensure students are engaged in an innovative and progressive educational environment where they can flourish. 

Strategy 2

To continue to embed and develop Governance structures in Community and Comprehensive Schools

One of the great strengths of Community and Comprehensive Schools is the diversity of Patronage Bodies engaged in schools reflecting the communities they serve.  Community and Comprehensive School Boards of Management have a degree of autonomy while upholding the Characteristic Spirit established by their school Patrons and regulations of the Department of Education and Skills.  Board nominees are volunteers who are reflective of the school communities they serve.  ACCS aims to ensure they are equipped to meet their Governance responsibilities through effective high quality CPD and advice.

 

Strategy 3

Managing the Evolution of ACCS and promoting the Community and Comprehensive Schools Sector.

ACCS aims to promote the Community School model as an ideal option for newly established schools or amalgamations of existing schools.  Community Schools are community led schools with a richness of diversity of Patronage through its unique Joint Patronage model where Patrons have equality.  The degree of autonomy afforded Boards of Management is consistent with Department of Education and Skills policy.  ACCS will continue to engage with the Department and Patron Bodies promoting the Community School as an ideal and vibrant option for future new school developments.       

 
 

Outcomes

In achieving our Vision, we see the following outcomes being delivered for each key stakeholder.

 
 

Students

Students have the opportunity to avail of a broad and balanced education that prepares them to actively participate in their next life stage.

We will achieve this through:

  • Provision of a comprehensive curriculum

  • Creation of a positive and inclusive learning environment

  • Encouraging active engagement with their teachers and fellow students

  • Focussing on the development of each individual student

  • Equipping students with key life skills through an education that is appropriate to their needs

Parents

Parents trust that their children are safe in a local education environment where their individuality is recognised and nurtured.

We will achieve this through:

  • Encouraging parents to play an active role in their child's education

  • Building up trust and cooperation with teachers and school management

  • Cooperating with Parents Associations locally and nationally

  • Operating an all-inclusive enrolment policy

  • Looking after students within the local community area

 

School Management

School management are active and innovative leaders of collaborative learning, encouraging students and teachers to engage in the school as a professional learning community.  

We will achieve this through:

  • Encouragement of a model of distributive leadership

  • Motivation of staff to become a key inspirational force

  • Supporting management to achieve their objectives

  • Providing a comprehensive programme of Continuous Professional Development

  • Fostering commitment to diversity of learning

Teachers

Teachers are facilitated to pursue a progressive career path, and are involved in positive relationships with students and other teachers to enhance learning.  

We will achieve this through:

  • Fostering a culture of leadership and devolved responsibility

  • Assisting teachers to develop active and engaging learning environments, based on relationship building and partnership

  • Developing teachers' career paths through access to career-long Continuous Professional Development

  • Empowering teachers to be responsive to change