How a strategic plan transformed Drury School's recruitment

How far does your strategic plan reach? Not just in terms of time, but in scope?

Outside your values and strategic initiatives, there is a lot of room to take what you learn in the Strategic Leadership for Principals Programme (SLPP) and apply it to every aspect of your school.

In the case of Drury School Principal Robyn Malcolm, that meant a clear-cut focus on recruiting a new Deputy Principal.

Exponential growth on the way

In 2019, the roll at Drury School sat around 430. In the next three to five years, Robyn expects that to grow to an astonishing 630.

“We’ve been starting talks for six new classrooms, both permanent and temporary. It’s such a massive level of change, which was actually one of the reasons I took this programme on.”

On top of this, Robyn had just begun at Drury, with two terms under her belt prior to working with Springboard Trust. Add to that a member of her senior leadership team retiring at the end of 2019, and there was a lot to get done.

It’s something that can put a narrow focus on a strategic plan that needs to take the big picture view – but with the help of her capacity partner Kimberley Jenkinson of Bendall and Cant, Robyn was able to prepare for Drury’s immense growth at both the micro and macro level.

Students from Drury School dressed up on a boat for a day out.

Photo courtesy of Drury School

A blueprint for successful recruitment

Robyn’s strategic plan, developed through SLPP, outlined a clear vision and set of values for Drury school in the next five years – particularly, how they would deal with the roll growth.

And while Robyn knew prior to developing the plan that she would need a new DP from 2020 onwards, having such a clear blueprint for the future was a huge influence on how the recruitment process worked.

““The annual planning part of the programme really made things clear. I understood which parts of the school needed individual leaders and was able to articulate to the board the importance of having a walking DP in the years ahead.””

Robyn Malcolm, Drury School Principal

With clarity around the role a DP would play and the goals they would help Drury School achieve, Robyn’s planning became a foundation of the onboarding process.

“With the strategic plan in place, I was able to shape questions for applicants around what we needed – how they would lead curriculum development, their experience working in semi-rural schools, that sort of thing.”

Of course, DP candidates are on their own leadership journey – with many who Robyn spoke to looking for their own principalship in due course. Once again, a clear five-year plan that included their development played a key role.

“We don’t want someone in the DP role for 30 years – they have to grow themselves. We could show applicants our five-year plan, where they sit in it, and have them feel really comfortable with their own trajectory.”

And finally, the strategic plan helped Robyn whittle down the list of candidates (which turned out to be much larger than expected).

“Through the strategic and annual planning, we had identified curriculum development and change as the main areas for the new DP to take the lead. Looking at candidates along that plan was a huge help for narrowing down the field.”

A cohort of principals who took part in the Strategic Leadership for Principals Programme.

Robyn Malcolm (second from left) at her SLPP celebration in 2019.

Bringing the team on board

Having settled on a wonderful new DP for Drury School, Robyn is confident in being able to execute key initiatives in her strategic plan.

“It’s not just me excited about it – the new DP was thrilled with the clarity in the plan, while my board and leadership team also love the growth we’re about to go through.”

“It is a lot for us all to deal with, but we have a road map that includes everybody and it’s got everyone off to an amazing start.”