Vision & Strategy 2023 - 2025
The Master’s Introduction
There is a distinctiveness to a Dulwich education based on the balance of academic rigour - the primacy of the classroom - with a commitment to finding time and resource for holistic learning (including free learning, that learning which goes on beyond the syllabus, either in or beyond the classroom). This strategic plan seeks to show just how rigorous we can be academically and what a challenge we provide for our pupils as well as offering them appropriate pastoral support and a plethora of opportunities beyond the classroom through which they will find their vocation and avocations. The more I look at the question of life Beyond Dulwich the more convinced I am that we need to inculcate in all our pupils an aptitude for leadership and teamwork, and an ability to communicate and to think outside the box. These are the timeless skills that will be required for every course and job Alleynians will go on to after school. Where this strategic plan is deliberately light is in the context of virtual learning and the impact of AI in education. Now things are back to normal after the pandemic our first duty is to audit where virtual learning worked well and to see how it can best be written into our plans.
This plan offers a change of focus in our definition of our social mission as moving from the parochial to the national. The Chair of Governors set me a challenge that this plan begins to meet when he asked: Beyond acknowledging that bursaries and partnerships are good of themselves, what are the social and educational issues that need to be addressed by our work in this area? Two major issues are that not every child in the UK receives an education that enables them to fulfil their academic potential and that not every school leaver is prepared for life at university or to benefit from the chance of being a life-long learner. The other problem is that the state cannot afford to pay for the education it wants to offer all the children in the UK, but has been resistant to seeing the independent education sector as part of the answer. There has been activity suggesting that this may be the moment to call for the state and other agencies to embrace educational partnership for the benefit of all. It is just possible that state support of independent-state school partnership projects and placements might be considered by one or more of the major political parties. It’s in the context of this that I invite you to read what follows.
Dr Joe Spence The Master
Our Vision and Values
An outstanding school inculcating in every pupil an aptitude for work and study and a sense of service so they have the potential to make a positive difference in the world.
What makes a Dulwich education?
Through our values of equity and respect , we seek to encourage: • curiosity and creativity; • compassion and open-mindedness; • resilience and integrity; • a collaborative outlook and an appreciation of how we all benefit from living and growing in a diverse and inclusive society.
What is distinctive is the balancing of the Primacy of the Classroom (academic challenge and excellent teaching to the test) with Free Learning (engagement in learning beyond the curriculum, for its own sake and in preparation for life after Dulwich). A Dulwich education: • offers academic challenges that inspire each pupil to realise their potential; • fosters a spirit of independent thought and curiosity that extends beyond the classroom; • provides sporting, cultural, entrepreneurial, charitable and adventurous engagement for all pupils to enjoy - and through which they learn to work co-operatively and to lead; • nurtures a supportive community that encourages social responsibility and that has selfless service and sustainability at its heart; • ensures that all our pupils feel equally secure and valued.
What is Dulwich College’s social mission?
• We retain a commitment to our foundational mission: to facilitate social mobility through education. Social diversity is our great strength. • We have a responsibility to play an active role in our community – and have much to learn from our partners. • We educate our pupils in social responsibility and promote a culture of philanthropy.
Our Aims
We aim to offer an education which inculcates a lifelong aptitude for learning: we look to balance traditional and innovative approaches to learning.
We aim to be an outstanding school of access: we are at our strongest when we are socially diverse and working in partnership with others. We aim to ensure that our pupils develop talents that enable them to make a positive difference: we hope to inculcate in all our pupils a sense of service. We aim to be a sustainable school: our duty is the stewardship of the school for current and future generations of pupils and alumni, balancing environmental care, social well-being and growth. Code of Conduct The College is a large community. We urge all its members (pupils, teachers and operational staff alike) to make the most out of the opportunities given during our time at the college and consequently derive the greatest possible benefit from being here. Our code of conduct is designed to promote harmony and efficient functioning of the College community. We are all expected to: • be helpful, tolerant and respectful towards everyone in the Dulwich community • behave with courtesy and in a manner which reflects well on us and on the College
• avoid behaviour or comments which could lead to any distress • make sure that our appearance does credit to us and the College • be punctual • respect both the property and environment of the College • show consistency and common sense in observing the particular rules
Our Strategy
The Dulwich College community is outward facing and embraces change; our resilient and talented teaching and operational staff take measured risks that support and encourage creative thinking.
Excellent teaching and learning lies at the heart of all we do, as does a realisation of our social responsibility as good citizens - locally, nationally and globally.
Pedagogy and Pastoral care Exceptional academic attainment and the best possible preparation of our pupils for life after school are the fundamental objectives of a Dulwich education which comprises an inspiring curriculum, a Free Learning programme, excellent pastoral care and a rich co- and supra-curricular experience.
People and Partnerships We look to recruit and retain skilled and conscientious, diverse and talented teachers and operational staff. Working alongside our peers in partnership schools we benefit from the sharing of experiences and best practice and make a positive difference locally and globally.
Overseeing our practice Our professional processes in Operations, Admissions, Finance, HR, Development and Communications, scrutinised by committed Governors, ensure we can deliver our ambitions in relation to good teaching and learning, charitable endeavour and social responsibility, sustainability, technological innovation and enterprise.
Equity, diversity and inclusivity
Principal Aim ‘Our approach is to foster an ethos of equity, diversity and inclusivity across the community for the benefit of all’ Fiona Angel Senior Deputy Achieving our aims Dulwich is characterised by an academic, creative and active atmosphere but we never take this, or the reciprocated respect between pupils and staff, for granted and recognise the importance of nurturing our environment. Equity, diversity and inclusivity Our ethos of equity, diversity and inclusivity is embedded in our teaching, our operations, our admissions, our recruitment, and can be seen in our Code of Conduct which reminds everyone, including new joiners - be they pupils, staff or parents - about the expectations of us all. We seek to be tolerant towards everyone in the community, and behave with courtesy and common sense. Wellbeing, tutoring and pupil voice are essential pastoral elements of what helps make a Dulwich Education More than 100 hours are included in the timetable with a specific focus on supporting and improving wellbeing, and the Yelcho Room opens every break and lunch time for pupils to drop in and talk with Listening Staff and Counsellors about anything, no matter how big or small. Our D&I (Diversity and Inclusion) Forum of pupils from every form group feedback with questions and actions and our D&I Alliance, an action group and think tank, feedback directly to SMT (Senior Management Team). D&I prefects have briefs for Race and Ethnicity, LGBTQ+ and Gender Allyship. Mentoring of younger pupils by older students underpins the sense of role modelling, kindness and tolerance that are key to our community, and pupil led councils and committees enable us to ensure we are fulfilling our objectives.
Academic
Principal Aim
“To find the right balance between Primacy of the Classroom (academic rigour and stretch, and teaching to the test for public exam success) with Free Learning (engagement in learning beyond the curriculum, for its own sake and in preparation for
life after Dulwich).” Andrew Threadgould Deputy Master Academic
Achieving our aims Academic fulfilment and success are at the heart of a Dulwich Education, and we will continue to review the curriculum to provide a balanced and appropriately challenging experience to all pupils. Our approach reviews and improves the work of heads of subjects, teachers, form tutors and pastoral teams with each other and Learning Support and EA, and we encourage pupils towards appropriate academic challenges which extend through and beyond the curriculum, and an example of this would be external essay competitions. Our philosophy is to recruit and retain the best teachers with the subject knowledge and commitment to free learning to enrich pupil experience in and beyond the classroom, and to contribute to our holistic educational provision in the supra- and co-curriculum. We undertake to review and support non-examined courses in the Upper School through Liberal Studies and Advanced Electives, and to streamline academic administration to maximise the best use of teacher time in the day-to-day work of the College. Our overarching aim is to help every pupil reach their academic potential imbued with a lifelong love of learning.
Pastoral Care, Safeguarding, and Co-Curricular
Principal Aim “To deliver a genuine breadth and depth of opportunity within a nurturing environment, in which equality, diversity and inclusion are cherished, and our pupils feel secure and equally valued as they develop their passions. We look to inculcate a strong commitment to social responsibility and respect for others.” Elliot Read Deputy Master Pastoral and Co-Curricular Achieving our aims As part of our commitment to fostering a philosophy of balance between the pastoral, co-curricular, and academic aspects of College life, we recognise that a strong pastoral foundation and a safeguarding culture must be in place in order to enable all pupils to engage and thrive academically and in the co-curricular sphere. Care for the individual, as we promote our core values of equality and respect and celebrate diversity, is at the heart of a holistic education, because positive wellbeing facilitates academic and co-curricular involvement, and, conversely, academic achievement and co-curricular participation serve to boost our pupils’ self-esteem. We will encourage all pupils to engage with issues and attitudes outside of their immediate environment, and to enjoy the wide range of activities encompassed by our co-curricular programme – cultural, sporting, adventurous, entrepreneurial and charitable. Thereby, they will hone their skills in communication and social interaction, and foster attributes, which, as well as contributing to their personal development, can be transferred to their studies and will serve them as they embark on their chosen pathways and lead healthy and fulfilling lives post-Dulwich: perseverance, initiative, resilience, self-discipline, adaptability, and consideration for others.
Admissions, Libraries and Archives
Partnerships
Principal Aim
Principal Aim
“To make a significant contribution to the local community through strategic partnership activities, which also support the College’s wider social mission; and develop Alleynians’ understanding of how they can best serve their communities during and beyond their time at the College.” Dr Cameron Pyke Deputy Master External Achieving our aims We will achieve our aims by working with City Heights E-ACT Academy, our educational partner, to ensure that our joint projects are impactful and that there is a mutual awareness of them among the pupils of both schools; consulting with local primary schools to identify areas where the College can make a sustainable impact; and developing a long-term strategy for our Saturday School, which is run under the auspices of the Southwark Community Education Charity (SCEC).
“To develop further an admissions process which enables the College to fulfil its twin aspirations of being academically selective and socially inclusive; develop further the Libraries roles at the heart of the College’s learning; and promote the College’s rich archival holdings to the College community and the world.” Dr Nick Black Director of Admissions, Libraries and Archives Achieving our aims We will achieve our aims by ensuring greater use of the Libraries and Archives; increasing the number of pupils in receipt of means-tested bursaries; encouraging primary schools to visit on Shackleton tours; and continuing the digitisation of the College’s archives.
Operations
Finance
HR
Principal Aim
Principal Aim
Principal Aim
“To support the College in generating and maintaining sufficient funds to sustain its mission and vision.” Byron Hoo Chief Financial Officer Achieving our aims We will achieve our aims by developing and maintaining scenario models for any long-term pressures (e.g. cost of energy); reviewing and transforming our current management information and reporting; and transforming our supplier payment processes, including implementing appropriate automated supplier payment technology.
“To ensure that facilities and services provide a modern, fit for purpose environment in support of pupils, staff and, more broadly, the wider community.” Ged Keogh-Peters Chief Operating Officer Achieving our aims We will achieve our aims by delivering the Knowledge Hub, the first phase of the Lower and Junior School Project; exploring opportunities for additional solar panels on buildings and suitable land; adopting best in class protection against cyber attack; and investigating options for Ground Source Heat Pump solutions.
“To help maintain high performing, diverse and inclusive teams; ensure compliance with relevant safeguarding and employment laws and regulations; and manage and mitigate employment and people risks.” Byron Hoo Chief Financial Officer
Achieving our aims We will achieve our aims by improving the recruitment processes including the implementation of an online
recruitment platform; reviewing the appraisal systems for operational staff; supporting the Senior Deputy with strategy to increase diversity and inclusion in our staff; and reviewing teacher rewards, including scales and pensions.
Development
Communications
Governance
Principal Aim “To achieve sufficient philanthropic income to enable the school to advance with strategic priorities; promote a culture of social responsibility and philanthropy that can contribute to the education and personal development of Dulwich pupils; and provide opportunities for the whole community to engage with the College’s mission and goals.” Matt Jarrett Director of Development Achieving our aims We will achieve our aims by developing a regular giving programme that communicates strategic priorities, raises funds for those priorities, increases the number of donors and strengthens an institutional culture of philanthropy; securing the necessary major gifts to achieve our mission and vision; and delivering events and communications to appeal to all OAs, balanced across social, cultural, and professional areas.
Principal Aim “To enhance the College’s reputation locally, nationally and internationally amongst our target audience groups by advancing the Dulwich brand and promulgating our enduring values and key messages.” Jane Scott Director of Communications Achieving our aims We will achieve our aims by focusing our co- ordinated and content-rich campaigns on the excellence of a Dulwich Education, including Free Learning, pastoral care, co-curricular and co-educational opportunities, our commitment to partnerships, our social mission and EDI (Equality, Diversity and Inclusion); facilitating media commentary on educational issues of significance; reviewing prospectus, website and social media content to ensure the best possible representation of the College; and undertaking appropriate surveys to help inform our strategy.
Principal Aim “To ensure the College fulfils its charitable objects and that the Govenors fulfil their obligations as charity
trustees.” Katy Jones Clerk to Governors
Achieving our aims We will achieve our aims by monitoring developments affecting our sector (nationally and globally); reviewing periodically key strategic issues affecting the College; ensuring the Governing Body has appropriate skills and experience (e.g. training); reviewing periodically the Terms of Reference of Committees; and taking legal and other professional advice where needed.
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11Made with FlippingBook Digital Publishing Software