Our Strategic Direction Update

Strategic Direction Our

Introduction from the Headmistress

When we published the School’s strategic plan in 2020, we positioned it as ‘ambitious and wide-ranging’ enabling ‘Wycombe Abbey to continue to flourish, building on its long and illustrious history’. Our vision is clear: to be at the forefront of girls’ boarding education and recognised globally as a world class school. Our aim is to elevate and strengthen all that is exceptional about a Wycombe Abbey education. These objectives underpin the plan which provides a road map for the five-year period that it covers and now that we are halfway through it seems right to take stock of progress.

The plan is structured around six pillars:

Pillar 1 – Academic Excellence

Pillar 2 – Pastoral Care and Wellbeing

Pillar 3 – Leadership and Growth

Pillar 4 – Engagement and Connectivity

Pillar 5 – Global Awareness and Future-Focus

Pillar 6 – Transformational Change

The launch of our strategic plan coincided with the global pandemic and the unprecedented challenges it posed for everyone. This in itself was a salutatory reminder that plans must be flexible and adaptable and thinking must be agile in the modern world. Each pillar is tied to specific priorities or initiatives as outlined in this document, and as you review our key objectives and assess our progress, I hope that you will agree that we are making positive strides forward in every area.

Jo Duncan Headmistress

Academic Excellence

Maintain an emphasis on academic excellence and embedding the five academic qualities

We have:

• provided a wide range of academic enrichment initiatives alongside outstanding teaching and learning within and across departments, including participation in regional, national and international challenges and competitions;

• introduced ‘Head’s Commendations’, awarded for academic excellence;

• reinforced a reading culture through a revitalised Junior Library and the appointment of a Head of Libraries;

• achieved superb results in public examinations and maintained our position as the top academic girls’ boarding school in the UK.

Extend interdepartmental teaching and learning initiatives

We have:

• encouraged teachers to share their classroom practice through the ‘Open Doors’ initiative;

• devised and implemented an exciting programme of interdisciplinary university preparation lessons for Sixth Form pupils;

• reviewed the Key Stage 3 curriculum.

Ensure a first-class Higher Education offer

We have:

• created bespoke subject-specific pathways for Lower Sixth pupils;

• introduced a dynamic four-year programme for pupils aspiring to apply to US colleges;

• achieved excellent outcomes from a range of prestigious institutions in the UK and overseas.

Pastoral Care and Wellbeing

Promote the sense of connection and community within and across School

We have:

• linked all members of staff to a Boarding House and encouraged them to be actively involved;

• re-established Chapel as a central part of Wycombe Abbey life post-Covid-19 with a broad range of speakers and groups of pupils leading services;

• linked Governing Council members to academic and support departments across the School.

Build on existing pastoral programmes and give pupils further opportunity to express their views and ideas

We have:

• undertaken the Optimus Wellbeing Award for Schools;

• appointed two in-house counsellors and created a new dedicated counselling area;

• restructured the Head of Year role to Head of Section (Lower and Upper School) to support the transition between years;

• continued to develop our ‘Parenting the Teenager’ initiative, introduced a podcast and joined The Wellbeing Hub;

• sought pupil feedback via a range of channels.

Prioritise a robust safeguarding culture which all staff understand and proactively engage in

We have:

• appointed a Director of Safeguarding and Pupil Welfare to the Executive Leadership Team (ELT);

• created a larger Safeguarding Team with five Deputy Designated Safeguarding Leads;

• invited an external consultant to undertake a safeguarding review in January 2023 which highlighted a positive culture of safeguarding at Wycombe Abbey.

Leadership and Growth

Attract, appoint and retain an outstanding, and increasingly diverse, teaching and support staff

We have:

• completed a teacher salary review and implemented new appraisal and pay progression systems;

• updated recruitment collateral so that it is now interactive and engaging for prospective staff;

• prioritised staff wellbeing and carried out an annual, external staff wellbeing survey.

Create a broad and exciting range of opportunities for ongoing staff development

We have:

• established a CPD Committee and working parties for teaching and support staff;

• introduced professional exchanges, coaching and lunch and learn sessions;

• offered Mental Health First Aid training which was completed by 16 members of staff in January 2023.

Review support services across the School in line with strategic priorities

We have:

• recruited a Director of People who is a strategic HR voice on ELT;

• implemented a new HR database system;

• expanded and centralised the HR function, continuing to streamline processes and improve efficiency.

Engagement and Connectivity

Enhance internal and external communications

We have:

• appointed a Director of Communications and Marketing from September 2023;

• created a new Communications Strategy and published internal communications guidance;

• focused on consistency of branding and messaging across the School and at our international schools;

• improved website content with a new fundraising microsite, interactive map and boarding blogs.

Connect Seniors more closely with one another and with pupils

We have:

• developed a varied programme of Seniors’ events;

• worked effectively with the Seniors’ Consultative Committee to ensure the voice of our Seniors is heard;

• continued to develop the Seniors’ Connect platform.

Review admissions process

We have:

• refined and improved the 11+ application process;

• sought feedback from Prep School Heads about our admissions processes;

• launched a new prospectus based on the School’s values.

Global Awareness and Future Focus

Establish a digital strategy which is agile and responsive to new technologies

We have:

• fully integrated Microsoft OneNote and Teams into teaching and learning;

• rolled out our Digital Devices Scheme across the School;

• opened discussion about Artificial Intelligence (AI) in relation to teaching and learning;

• made significant upgrades to our digital and network infrastructure.

Embed an outstanding co-curricular programme which is challenging, adventurous and accessible including opportunities for pupils to participate in a broad range of activities

We have:

• launched a five-year programme of trips including overseas exchanges and expeditions;

• published a new co-curricular brochure detailing our provision;

• created a new Head of Activities and Trips role.

Equip pupils with practical skills and financial acumen to prepare them for later life with a focus on STEAM including robotics, engineering and computing

We have:

• continued to host the Sixth Form Management Conference and Communications Conference with RGS High Wycombe;

• undertaken (and were 2022 winners of) the national Tycoon Enterprise Competition which focuses on entrepreneurship and business skills;

• offered the Industrial Cadets Gold Award scheme to pupils;

• organised a wide variety of Careers Spotlight events and work experience opportunities.

Transformational Change

Create a campus masterplan

We have:

• appointed architects Walters and Cohen to develop an ambitious Estates Masterplan for the estate with the aim of significantly enhancing academic, boarding and other facilities across the site over the next 15-20 years;

• undertaken a £2m refurbishment of Big School which was completed in October 2022;

• engaged in the purchase of houses on the periphery of the campus so that more staff can live close to site and be fully involved in boarding life.

Develop an ambitious fundraising campaign to support development priorities

We have:

• undertaken a constituent survey using an external consultant;

• developed a Case for Support;

• started to establish a Campaign Board.

Establish a long-term partnerships and bursaries programme

We have:

• increased our bursary spend from £900,000 to £1.6m (average level of individual bursary support is 84%);

• established partnerships with ten local primary schools which represents 2000 hours of pupil time invested annually;

• supported higher education applications in six secondary schools in London and Oxfordshire;

• developed an online platform for our partnerships work.