Crofton House School 27
Active Stewardship Managing resources to reduce the School ’ s ecological footprint and ensure CHS can continue to contribute positively to our broader community .
PROGRESS YEAR ONE IMPLEMENTATION GOAL PROGRESS TO DATE
A cycle for surveys has been agreed for each constituent group , with the types of surveys identified .
COMPLETE
Define the scope and timing of surveys for ongoing feedback from parents , students , and staff .
1 . Pulse - shorter , more frequent checks ( annual ) 2 . Full - satisfaction style check ( every three years ) 3 . Subject-specific - survey focusing on a single topic — as required and , if possible , embedded in pulse surveys
Questions for core and pulse surveys for each constituent group have been identified , and the formats are ready to use going forward .
COMPLETE
Complete a communication audit to streamline messaging using the most appropriate media and communication tools .
The communication audit was completed . It involved surveying parents / guardians and staff , followed by focus groups and one-on-one meetings with individuals and small groups .
The consultant ’ s report and recommendations were reviewed in May 2024 , and an action plan for 2024 – 2025 will be created .
IN PROGRESS
Design a multi-year plan to reduce the School ’ s ecological footprint and embed sustainable practices in the School ’ s operations based on an audit of current practices .
A sustainability audit was commissioned and completed . The findings revealed actions that can be taken immediately and those that can inform a multi-year plan , including the development of a Sustainability Action Plan and future participation in the Climate Action Accelerator Program .
IN PROGRESS
Implement recommendations from the Staff Matters Task Force , including exploring work flexibility , completing a benefits audit , and improving approaches to feedback and recognition .
A pilot of flexibility options has taken place in the Junior School ( 24 staff ) and the Senior School ( 18 staff ). Feedback from the final survey will help fine-tune the rollout for September 2024 .
External consultants have been identified to review and make recommendations regarding benefits for 2024 – 2025 .
A Social Connections Committee has been set up , and the first events held . A survey was sent to all staff to learn about their interest levels and to shape the program for next year . Admin staff were offered two opportunities to participate in three service experiences .