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THE PURSUIT OF LIMITLESS LEARNING

STRATEGIC FRAMEWORK 2022-2027

OUR MISSION AND AIMS

NURTURING A SPIRIT OF FUN, ADVENTURE AND CURIOSITY IN A SUPPORTIVE AND CARING CHRISTIAN COMMUNITY.

PROVIDING EXCEPTIONAL LEARNING OPPORTUNITIES FOR EVERY CHILD THROUGH INNOVATIVE AND DYNAMIC TEACHING.

CHAMPIONING VERSATILE, CREATIVE RISK-TAKERS PREPARED FOR A CHANGING WORLD.

LEADERSHIP&GOVERNANCEPAGES4-5

ESTATES

PAGES 10-11

DIVERSITY, EQUALITY, & INCLUSION

PAGES 16-17

CONTENTS &LEARNING PAGESTEACHING

8-9

SPIRITUAL & WELLBEING

PAGES 6-7

CO-CURRICULAR

PAGES 12-13

SUSTAINABILITY

PAGES 18-19

SOCIAL IMPACT

PAGES 14-15

COMMUNICATIONS & STAKEHOLDER ENGAGEMENT

PAGES 20-21

Dear Parents,

Following our tricentennial celebrations, it is an opportune time for me to share with you our ambitious and determined strategic framework for the upcoming ve years. This document also shares with you the priorities for this upcoming year so you can follow the journey of each strategic area.

Ambitious in scope, this plan will ensure that our children have the skills and strategies to cope with an ever-increasingly complex world, not just academically. These formative school years are so vital, therefore, I want our children to receive the very best pastoral support.

Working with the parent body, we intend to sharpen our focus on equality, diversity and inclusion: not through celebration days or weeks, but everyday. Jules and I are honoured to lead a school of such diversity. ‘Respect’ is preached as a key value at BCS; and we need parents to champion equality, diversity and inclusion too.

With sustainability being another of our new prime aims, we must simultaneously be educators and role models. A strategic audit will take place, whereupon we will work closely with the children and sta , maintaining a clear focus on targets that are SMART and achievable.

The range of our provision of co-curricular activity has expanded impressively over the past six years to become leaders in the sector. We will continue to develop these activities and opportunities for children, and keep our collective ear bent to the pupil voice to ensure the programme re ects their needs and interests.

Our social impact targets are rmly set to continue building on successes such as the Outreach Programme, which supports and elevates our position in the Birmingham area. It is an important aspect of life at BCS, giving our children a sense of pride as they work alongside other schools in the area.

Leadership and Governance is, of course, a key factor in any educational establishment. Striving to become stronger and more re ective, we will drive this ve-year plan with vigour and determination. But to propagate and embed these aims throughout the School, we must be focused and determined as a collective community.

As a development of our vision of 21st century educationone that is rmly based on traditional values - I commend the following strategic framework to you.

Noel Neeson Headmaster

Dear Parents,

After the splendid celebrations for the School’s tercentenary anniversary in 2022, it is time to turn the page, and with 300-years of history and traditions behind us, see what the rst ve years of this new era will look like.

The Senior Leadership Team and the Governors have de ned nine strategic priority areas in this document, covering all aspects of School life from wellbeing to communication with parents. I believe these aims give us direction, the intention to innovate and the con dence to achieve.

Underpinning these new aims, is the priority of keeping your child, and all our children, safe. This remains at the forefront of everything we do. In my role as Chair of Governors, I am invigorated by this new strategy and the whole governing body will be actively involved with its implementation. I am delighted that pupil-safety is not only prioritised in the Spiritual and Wellbeing section, but throughout the whole framework, from Learning & Teaching to Estates.

It really will be a joint e ort from Governors, sta , parents and pupils to achieve what we have set out here, and I have every faith that the School will prosper immensely over the next ve years.

parents and pupils to achieve what we have set out here, and I have every faith that the School will prosper

Karan Gilmore Chair of Governors

LEADERSHIP & GOVERNANCE

5 YEAR AIMS

• To maintain and build upon the strong traditions of the School.

• To maintain, at the core of governance, nancial probity and integrity in decision making.

• To recruit and develop top quality governors, teaching and support sta to achieve the School’s aims.

• To maintain an optimum number of pupils whilst preserving the ‘family feel’ of the School and ensuring that individual needs are met.

• To continue to focus on ways of enhancing the regional and national reputation of the School.

• To continue to build an engaged and happy workplace where all sta can thrive.

2024-25 PRIORITIES

• Nurture parents’ sense of involvement and investment in the BCS community through enhanced engagement.

• Fully maximise the potential use of the new Atrium throughout the school day.

• Monitor and respond to changes and developments which a new Government will bring, to ensure BCS remains at the forefront of educational excellence.

• Integrate formal coaching and mentoring into the delivery of professional development for sta .

• Continually evaluate the potential of arti cial intelligence and its capability to improve the daily running of the school.

SPIRITUAL & WELLBEING

5 YEAR AIMS

• To provide clear spiritual guidance to the pupils, upholding our fundamental Christian principles whilst embracing and respecting all faiths.

• To ensure that the BCS Values remain at the heart of everything we do.

• To continue to actively promote the safeguarding and wellbeing of all pupils.

2024-25 PRIORITIES

• Prioritise Chapel as a central part of Prep pupils’ weekly timetable.

• Enhance the ways in which pupils’ achievements are rewarded and celebrated.

• Focus on the BCS Value of ‘respect’ across the BCS community.

LEARNING & TEACHING

5 YEAR AIMS

• To empower BCS pupils to be respectful, curious and resilient lifelong learners.

• To provide rst-class, high quality learning and teaching experiences to meet the needs of all pupils.

• To strengthen the pupil-parent-teacher relationship, celebrating the holistic achievements and next steps for each child.

• To cultivate The BCS Blue, ensuring it continues to re ect our expansive, progressive curriculum.

2024-25 PRIORITIES

• Engender a love of books and reading at school and at home.

• Increase pupils and parents’ engagement with their individual targets and progress via The BCS Blue platform.

• Utilise the capabilities of technology to enhance further the learning experience of children across the school.

ESTATES

5 YEAR AIMS

• To maintain our existing facilities to meet the evolving needs of the School community.

• Identify and prioritise additional multi-purpose, rst class facilities which augment our current provision.

• Remain fully compliant with new and existing health and safety regulations across all aspects of the School.

2024-25 PRIORITIES

• Develop the Early Years provision to enrich the experience of the youngest children in the school.

• Complete the necessary stages of planning for the second AstroTurf facility.

• Continue upgrading existing school buildings, with a focus on improving energy e ciency across the site.

CO-CURRICULAR

5 YEAR AIMS

• To further enhance our activity provision in School to maximise the development of the whole child.

• To remain ambitious in our delivery of trips and enrichment activities.

• To engage actively with parents to promote local clubs, organisations and activities that could support the development of the whole child.

2024-25 PRIORITIES

• Review the holiday club provision at BCS for all ages.

• Utilise opportunities within the local community for the bene t of children in Pre-Prep.

• Maximise the capability of the new food technology room in the Atrium.

SOCIAL IMPACT

5 YEAR AIMS

• Pioneer a multi-dimensional bursary programme to optimise limitless learning opportunities for children in Birmingham.

• To develop a long-term partnership programme with the maintained sector to further support the local community.

• To ensure year groups in Pre-Prep and Houses in Prep engage with social impact initiatives.

2024-25 PRIORITIES

• Strengthen the opportunities for pupils to contribute positively to the local community.

• Develop the School’s partnership with the Birmingham Disocesen Multi-Academy Trust.

• Investigate opportunities for international fundraising.

DIVERSITY, EQUITY & INCLUSION

5 YEAR AIMS

• Demonstrable equality in experience for all pupils.

• Empower our school community to intervene e ectively when inequality of any kind is apparent.

• To develop a generation of young people who have the comprehension and con dence to talk about race and are prepared to challenge systemic racism as they progress through their education and subsequent careers.

2024-25 PRIORITIES

• Develop a DEI calendar to capture the dates for religious festivals, cultural celebrations and other dates of signi cance which represent the diverse BCS community. These dates will then be shared and recognised at a whole school, House, year group and/or class level.

• Improve the communication between school and parents as to how diversity, equity and inclusion is taught and celebrated in School.

• Ensure the school’s resources, timetable and daily routines provide an equitable learning experience for all pupils.

SUSTAINABILITY

5 YEAR AIMS

• Reduce our carbon footprint and move towards lower overall emissions.

• Ensure all future estates projects adhere to our sustainability strategic aims.

• Educate and empower pupils to take positive action on sustainability initiatives.

• Instil a whole school approach to the core principles of sustainability: Refuse, Reduce, Reuse, Repurpose and Recycle.

2024-25 PRIORITIES

• Develop further the sustainable transportation strategy for BCS.

• Explore sustainable energy options for the School.

• Engage the children in the sustainable design and build of new estates projects.

• Raise the pro le and outcomes of the Eco-Committee.

SUSTAINABILITY

COMMUNICATIONS & STAKEHOLDER ENGAGEMENT

5 YEAR AIMS

• To cultivate an engaged alumni community to potentiate enrichment opportunities for current BCS pupils and fundraising for the School.

• To build and optimise engagement with a multi-channel communications strategy which engages the BCS family of parents, supporters and key strategic stakeholders.

• To develop an agile and buoyant marketing strategy to: maintain healthy admissions; ful l the strategic ambitions of the School and enhance our in uence and reputation in the independent schools sector.