Schools of Creativity Framework
B. Strategic Programme
Plan and Vision
(formerly CSDF section 6)
Schools of Creativity Framework
1. Basic detailsSchool / Thomas Tallis School
Lead contact at the school / Jon Nicholls
How should it be submitted?
Your completed form should be sent to CCE :
by email to:
Please make sure that you, your creative agent and all creative practitioners working on the programme have a copy of this document.
If you have any questions about completion of the form, please get in touch with Sarah Burn, Programme Manager at
Please note that release of funding to schools is contingent on compliance with CCE’s requests for all programme planning, monitoring, evaluation and budget reporting information.
2. Strategic Programme Plan
You should have now worked through the 5 sections of the self assessment form, identifying areas in need of further development. Please consider how these priority areas can be included in a strategic programme plan for your role as a School of Creativity over the two year period. These priority areas should be reviewed on a rolling basis at the end of each strand of activity and in line with your own internal planning cycle. Please only complete the appropriate sections; you do not have to identify a priority from each.Section 1 Leadership and Ethos / Section 2
Curriculum development & delivery / Section 3
Teaching & Learning / Section 4
Staff Learning & Development / Section 5
Environment & Resources
Priority areas for development / To ensure that creative learning remains at the heart of Thomas Tallis School. / To develop Tallis Lab, an experimental approach to enquiry based learning and the blended use of use technologies. / To establish a whole school creative learning assessment framework. / To continue to use new technologies to share creative learning techniques and outcomes. / To ensure that learning spaces in the new school building, and the curriculum, are designed for 21st Century learning.
Potential Areas of Enquiry / How can we roll out good creative learning approaches across the whole staff team? / How can Tallis Lab contribute to other subjects, and to cross-curricular use of ICT? / Which structures inside the school, and partnership opportunities outside it, can contribute to the development of the framework? / How can we ensure that all staff use Web 2.0 technology to develop reflective practice? / What do we need to be doing now – in our current school – to make the most of the opportunities available in the new school?
Which objectives in your School Improvement/ Development Plan will this area of enquiry support, and how? / Priority 2: How do we promote creative approaches to learning and teaching? / Priority 1: How do we create a curriculum that meets the needs of all our students? / Priority 5: How well are we performing and how can we do things better? / Priority 2: How do we promote creative approaches to learning and teaching? / Priority 7: What do we need to be doing now in our current school to ensure we make the most of the opportunities available in our new school?
What are the desired outcomes / A senior staff team committed to implementing creative learning activities across the school. / A curriculum that meets the needs of all of our students, using a range of approaches and timetables. / Successful collaborations inside the school and out, and a contribution from the school to the development of creative learning practice. / All staff to be using, and sharing, information via blogs and the Tallis websites and ICT networks. / A new building that is fully-equipped and appropriate for a creative, web-enabled learning programme.
How will you disseminate and share learning with your network of schools? / Via our current local and national networks, using a mixture of outreach activities, attendance at conferences, virtual technologies, and the Creative and Media Diploma. / See left / See left / See left / See left
3. Strategic Vision
Please provide a succinct summary outlining your vision for your programme as a School of Creativity. You should draw on the planning above along with other information and data to provide a clear statement of aspiration and intention.(approximately 500 words)
Thomas Tallis has been a specialist Arts College for 11 years, and over that time has developed many innovative projects, and contributed to ongoing local and national debates about creative activity and learning. However, our programme as a School of Creativity needs to explore further, theoretically and practically, the nature and benefits of creativity in education; we need to draw a clearer link between creative learning and attainment; develop strategies for ensuring that students are independently and actively engaged in their learning, and that they are able to define their preferred learning modes; enable other local schools, particularly our feeder primaries, to tap into our expertise in order to develop a network of creative learning practice in the area, enhancing the understanding of – and including the input of – parents/carers, of both current and future students; ensure that we are able to disseminate - locally, regionally and nationally – the strategies that we use, and the outcomes that we measure.
Strategic Programme Plan and Vision