Five Year Strategic Plan 2025 – 2030
Introduction
The five years of the last strategic plan have certainly been eventful. They began with the upheaval of Covid. They ended with the introduction of a government-imposed tax on independent education. Societal challenges have come thick and fast: sustainability, the digital revolution, the ‘everyone’s invited’ campaign, to name but a few. The economy has been in the doldrums; there is geopolitical turmoil. It would be easy to lose hope.
Radley, however, is stronger than ever. The same five years has seen the successful expansion of the College from 690 to 765 and the magnificent extension to Chapel. We are half way through the extension and rebuild of the Music School. We have restructured the college management team. We have been national debating, robotics, rowing, rugby and croquet champions. The endowment has doubled to over £100m, allowing our funded places programme to thrive. The Foundation has just had its record year of fundraising. We have built an outstanding partnership programme, working closely with the community and giving boys opportunities to learn new skills. Results are excellent, admissions are buoyant, finances are robust. We are in good shape.
Life will not be easy for the sector in the next five years, however. Radley needs to be bold as we seek to navigate the challenges. We need to make sure that confidence does not become complacency; we need to adapt to the changing world around us; we need to ensure, as all good institutions do, that we are able to change. That is why we are delighted to be embarking on a new venture with the formation of Radley Schools Group. Merging with Prep Schools Trust – an established group of strong prep schools – gives us a louder voice and a wider reach at a time when we want to be proclaiming the value – and values – of high quality charitable independent education.
It is worth pausing to think about those values in the Radley context. Why are we in good shape? It is easy to point to plans, to projects, to goals identified and aims achieved . . . and then go through the same process again. But that would be to miss the point. As I reflect, I think there are two more fundamental reasons why Radley can, and should be, confident that go beyond the easily defined. We know what we believe in and we know what we are.
If Robert Singleton and William Sewell came to Radley today, there is much that would be alien to them. Some things will have changed so much that they wouldn’t even begin to understand, but I hope they’d be proud of what has been achieved. How we blend tradition with dynamism, how bold and ambitious strategy is grounded in pragmatism and thought, and how the needs of the boys remain at the heart of every decision. I like to think they’d walk the halls with a wry smile, energised by the buzz of the place and heartened by the strength of our community spirit.
We Know What We Believe in
The world so often forgets what education is for. It should not (the danger of the political left) be a means of social engineering. It should not (the danger of the political right) be merely a utilitarian means towards wealth creation. Rather, we celebrate a love of learning for its own sake. We believe in truth, beauty and goodness. We encourage open and honest debate. We think education is about the formation and moulding of good character. We think it is about positive role models, in a caring environment, cherishing and nurturing each individual.
We are a school that is both proud of its Christian heritage and built on Christian values. Chapel is central to the College community. Of course, we welcome those of all faiths and none and enjoy the richness of diversity and debate that variety brings. As we build on our foundations, though, we embrace timeless lessons that apply to all. Three verses from the Bible underpin what we stand for:
“This is what the Lord says: “Stand at the crossroads and look; ask for the ancient paths, ask where the good way is, and walk in it, and you will find rest for your souls.”
Jeremiah 6:16
“What does the Lord require of you? To act justly and to love mercy and to walk humbly with your God.”
Micah 6:8
“Brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable – if anything is excellent or praiseworthy – think about such things.”
Philippians 4:8
Three great educational principles: a strong connection with our past, the importance of character and the pursuit of beauty and excellence.
There is no dichotomy between those principles and preparing our boys for the world beyond Radley. They go hand in hand with developing the skills needed for the modern workplace; as the Radley motto ‘sicut serpentes’ emphasises, we believe in creating young men who have all the qualities needed for a successful life.
We Know What We Are
Of course, these principles of good education apply in all contexts, not just a boarding school for boys in rural Oxfordshire. That is why we are delighted to be expanding our influence through our merger with Prep Schools Trust, a charity with aligned values and a shared vision. It is important, however, for this plan to apply those visions and values in our own context, confident in who we are and what we do.
1. We are a boarding school
All boys board at Radley. And boarding is about so much more than the physical space or the logistical fact of living on site. We have the advantage of time: for individual pastoral care; for conversation; for academic enrichment. We have the advantage of resource: remarkable facilities; staff living on site; breadth of activity. We have the advantage of community: strong relationships; a common purpose; a shared identity. We are a ‘College’ with ‘Socials’ for a reason: we do what we do together.
2. We are a boys’ school
The first fundamental of a school is for it to be a good school and we would want prospective parents to choose Radley as such. But we would also want them to embrace it as a boys’ school: a place where boys can be themselves; stay younger for longer; where a Bigside prop can play the flute; where an actor can row in the 1st VIII. Where academic aspiration is not constrained by a desire to ‘look cool’; where teaching is geared to an individual’s needs; where every penny is invested in boys. Successful boys’ education combats the dangerously superficial presumptions that are often made: it proves that boys can work hard; they can be thoughtful; they can be aspirational. And, crucially, it provides a space where boys can develop and express themselves emotionally at their own pace and in their own way. In our world, that is of priceless value.
3. We are an all-round school
We are academically ambitious and expect boys to do well in exams. We encourage boys to pass their music grades, succeed on the sports pitches, win competitions, to set goals and achieve them, at whatever their level. But we remain firmly wedded to the principle that education is about much more than measurable results, though they matter. We want boys to try new things, learn to take risks, to take themselves out of their comfort zones. And we will continue to promote an all-round education in which intellectual stretch, sport, culture, conviviality and fun are at the heart of what we are about.
So, we know what we believe in, and we know what we are. Foundations that have served us well in the past and will do so in the future. Over the lifetime of the 2025-30 Strategic Plan, therefore, we remain committed to combining the wisdom of the old with the excitement of the new.
Of course, we judge success by much more than measurable KPIs. The things that really matter? The new don that comments unprompted that she is loving every minute. The hard work of a boy that gets them over the grade boundary. The visitor who points out how pleasant and polite the boys are. The bonding of a team in victory or defeat. The support boys always show to each other in times of
difficulty. The singing in Chapel, the buzz at Cocoa, the camaraderie in the JCR. And so much more. No strategic plan can capture that. As you read these pages, remember that Radley is so much more than a set of numbers or a list of bullet points. It is a vibrant, dynamic, friendly community, where all staff – academic and operational – join together, committed to the pursuit of one goal: the nurturing of young men of fine character. The young men that the world needs.
Warden May 2025
Our strategic thinking is always framed around four core pillars: the Four ‘P’s.
The Four Pillars Place
People
Our admissions process must reflect our values and aspirations, to include the provision of opportunities for those that are talented and deserving from all backgrounds.
We must maintain and develop the highest quality of operational and academic staff who are committed together to providing the very best education for the boys in our care.
We will provide, and be known to provide, world-class pastoral care, provision and teaching in all aspects of our curriculum, in and beyond the classroom.
A Radley education will take place in world-class facilities, in beautiful surroundings making the most both of our rural campus location and our proximity to Oxford.
Partnership
We will continue to work hard to ensure effective collaboration and communication with parents as we seek the very best outcomes for all boys in every aspect of their time at the College.
We are not a school in isolation: we take seriously our place in the local area, pride ourselves in the strength of our community and seek to learn from others. Radley Schools Group gives us a new platform and opportunity to put those principles into practice.
Purpose
We must give all our boys the understanding, skills, knowledge and awareness they need to be ready for their future beyond Radley.
We must ensure that every Radleian develops their own individuality and character. We must also ensure that they develop the values and habits that ensure they will be excellent citizens in whatever they do and wherever they do it, always standing for all that is right and good.
Focus Areas for 2025-30
This plan is very much about and for Radley College. As we develop Radley Schools Group, each of its schools (and the Group as a whole) will develop its own strategy planning in alignment with our overall philosophy.
For Radley College, we have identified the following areas of specific focus for 2025-2030:
Pastoral Care
We will continue to promote the value of a holistic education that develops each boy in mind, body and spirit embracing the collective benefits of academic, social, cultural and sporting breadth and depth. Our pastoral focus will encourage the following qualities in boys: self-awareness, community spirit, depth of friendships, resilience, optimism, independence of thought, tolerance, empathy, thoughtful ambition, a strong work ethic, responsibility, a sense of moral purpose and kindness. We will map everything we do in order to assess its impact on the development of these qualities.
Quality of Teaching
We want to be, and be seen to be, a centre of excellence in teaching. Through learning from others, effective recruitment, focused training, mutual support, targeted professional development, shared resources, encouraging innovation, embracing pedagogical research and data-led reflection, we will develop and hone expertise in order to be sector-leading in classroom practice. There will be a particular emphasis on developing a pedagogical narrative around how boarding and the co-curricular experience enhances effective classroom practice.
Curriculum
We will review our curriculum provision at GCSE and A-Level in terms of the number and range of subjects that boys study. We will ensure the Curriculum Extension Programme in the Sixth Form will be reviewed to complement the formal A-Level programme, to provide breadth and to focus on skills that will be of value in a Radleian’s future. We will review the Shell Curriculum to ensure that it provides both the best base for a Radley education and the best preparation for the GCSE years.
Futures
While we expect that the majority of Radleians will continue to go to university immediately beyond Radley (or after a gap year), we will encourage and facilitate boys to think of alternatives and support them should they choose that route. We will oversee an approach that will lead to a wider range of university destinations both in the UK and abroad. We will also ensure that each Radleian leaves with a portfolio of skills and experiences that will be of value in the modern workplace and help him to stand out in a recruitment process.
Technology
We will continue ‘the conversation’ around the interaction of Radleians with the digital world both in and beyond College, and remain both flexible and nimble in our response to technological developments. We will promote effective self-regulation in the use of technology, encouraging evaluation, discernment and good judgement. We will embrace and explore the opportunities of ‘big data’ and large language models at an organisational level. We will teach all Radleians how to understand, navigate and benefit from the wider digital landscape and develop competence within it, while at the same time appreciating its limitations and dangers. We will become a school known for its innovative and balanced use of technology in all aspects of our operation.
Breadth of Intake
We will continue to take great pride in the academic ‘value add’ of a Radley education. We will maintain our current approach to testing and interviewing at all entry points in order to maintain a selective –but not ruthlessly selective – profile. We believe the current social and demographic balance of the College is healthy but remain committed to significant growth in the number of funded places over the life of the plan to ensure more boys of talent from all backgrounds can come to Radley. We will continue to work towards realising our vision of fee remission being the equivalent of 20% gross fee income.
Sustainability
We remain committed to developing further the efficient use of energy across the College. Good business planning combined with the use of our natural landscape will be central to that strategy. We will continue our programme to plant 40,000 trees, aided by a Woodland Creation grant from the Forestry Commission. We will bring forward the case for a solar farm to enhance energy security and reduce cost; continue to prioritise efficient energy use and retention across the site, and enhance our programme of rewilding land, all in keeping with our emphasis on the natural beauty of our countryside location.
Financial Planning
We are committed to maintaining Radley as a premier school offering a world class education. Over the last ten years, we have successfully and substantially grown the endowment through two land sales. Investment strategy, judicious planning of budgeting and fees, and the fund-raising work of the Foundation will all continue to be central levers in delivering the College strategy.
Estates Development
Following the completion of the Music School, we do not anticipate any major capital projects in the lifetime of the plan. As well as ensuring a high level of ongoing maintenance of current facilities, we will continue to enhance the estate with smaller scale improvements to include enhancement of indoor sports space, a new climbing wall, conversion of the Kennington Road barn into a cookery school, internal redesign of the Library and an extension to the Health Centre.
Staffing
We will continue to invest in high quality staffing in all areas of College life, recognising the pivotal importance of all staff in delivering what we do. We will be proactive and dynamic in our approach to staff recruitment, looking to appoint from a wider variety of backgrounds in order to create a balance of outlook, experience and expertise. We will launch a ‘new to teaching’ graduate programme to attract and develop talented academics new to the profession. We will continue to provide an environment in which all staff feel valued and understand their part in the College’s success.
Independent Thought
We are concerned at the lack of quality and breadth in much social discourse. We will actively seek to encourage boys to develop and share opinions, shaping them through debate and reflection in the best traditions of a tolerant, liberal education. We will expose them to different views and outlooks in order to develop and refine their perspectives and ideas. We will ensure they have a depth of knowledge and understanding to underpin their thinking. Radley will be known as a defender of free speech.
Partnership
We believe strongly in the value of Radleians being involved with the world beyond our gates. We will continue to strengthen our links externally, with an emphasis on sustained projects delivering measurable impact. The College will also actively seek to work with organisations that share our values and offer partnerships of mutual benefit. We will seek to have a greater presence in the local community. Through Radey Schools Group, we will develop a louder voice and a wider reach in educational debate, promoting the core principles and practices that underpin a Radley education.
The Wider Landscape
We hope this plan emphasises two things. Firstly, we want to ensure that timeless values and principles remain at the heart of our approach. Secondly, that we want to ensure that we are nimble, adaptable and confident in the face of a changing landscape. It is the nature of such plans as these to project confidence – rightly so – but we always want to show humility too: a hallmark of the College. We are committed to constant reflection and self-improvement. We can learn from others. We can always be better.
We remain conscious of the trust placed in us by parents and are mindful of the sacrifices they make to send their sons to Radley. The introduction of VAT has added an extra burden to that and we do not take that lightly. We are committed to working with parents to ensure that we face that challenge together.
At the same time, we are also committed to providing the same quality of education at the very highest level. We continue to believe that funded places are at the heart of that strategy; not only are boys given opportunities they would otherwise not have but as a result, there is greater breadth and depth of character, background and talent in the College to the benefit of all. And, while it would be right to be sceptical of the sort of partnership work that simply exists to tick some bland corporate social responsibility box, our programme
is different. We have developed a transformative programme with real impact on both our boys and our partners. Again, we remain committed to keeping that endeavour at the heart of what we do.
In the last ten years, Radley College Council has been bold. We have funded the expansion of the College. We have sold land to grow the endowment which in turn has led to transformational change in our funded places programme. We have broadened our horizons in terms of admissions in the UK and abroad. We have invested in facilities and staff.
We believe we need to be bold again in the next five years. The market is shrinking; there is an unfriendly tax regime; we see societal changes that challenge some of our core beliefs and we are preparing boys for a changing workplace in a complex digital world. It is not easy. But at a time when it is all too easy to be downbeat, we want to state loudly and clearly our belief in the timeless values of charitable independent education at its best. We will continue to apply those at Radley itself. And we look forward to working with all our schools to the same end.
As we do, we will remain authentically ourselves. We know what we believe in and we know what we are. As Radley College – and as Radley Schools Group – here’s to the next five years.
We shall what we but what
shall be judged, not by we might have been, what we have been.
William Sewell
