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 determined I am that we need to inculcate those timeless skills and attitudes of leadership, teamwork, the ability to communicate and the ability to think outside the box for every and any new 21st century job title. 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.
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.
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
An example action We will be maximising supra-curricular opportunities and engagement throughout the Senior School.
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.” Elliott Read Deputy Master Pastoral and Co-Curricular An example action We will be sharing our refined Code of Conduct with all with a clear expectation that it is a code lived up to by all in the community We will broaden our programme of co-curricular activities delivered in conjunction with JAGS and other schools
Fiona Angel Senior Deputy
Admissions, Libraries and Archives
Partnerships
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 An example action With City Heights E-ACT Academy, our educational partner, we will ensure a progressive impact and mutual awareness amongst pupils.
Principal Aim “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
An example action We will ensure greater use of the Libraries Archives
Finance
HR
Operations
Principal Aim
Principal Aim “Our principal aim is 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 An example action We will improve the recruitment processes including the implementation of an online recruitment platform
“ Principal Aim To ensure that facilities and services provide a modern, fit for purpose environment in support of pupils, staff and, more broadly, the wider community.” and, more broadly, the wider community.” Ged Keogh-Peters Chief Operating Officer An example action We will deliver the Knowledge Hub, the first phase of the Lower and Junior School Project
“To support the College in generating and maintaining sufficient funds to sustain its mission and vision.” Byron Hoo Chief Financial Officer An example action We will develop and maintain scenario models for any long term pressures e.g. cost of energy
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 An example action We will develop 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 Project
Principal Aim “To enhance the College’s
Principal Aim “To ensure the College fulfills its charitable objects and that the Govenors fulfill their obligations as charity trustees.” Katy Jones Clerk to Governors
reputation locally, nationally and internationally amongst our target audience groups by advancing the Dulwich brand and promulgating explicitly, compellingly and regularly our enduring values and key messages.” Jane Scott Director of Communications An example action Our co-ordinated and content- rich campaigns will focus on the excellence of a Dulwich Education, including Free
An example action Governors will monitor
developments affecting our sector(nationally and globally)
Learning, pastoral care, co-curricular and co-ed
opportunities, our commitment to partnerships, our social mission and EDI.
Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19Made with FlippingBook - professional solution for displaying marketing and sales documents online