Abingdon School Development Plan 2026 - 2031 Inspiring Change
t Contents Introduction................... Our vision...................... Our vision in action....... Advancing our vision..... Inspiring Change 2 3 5 9
The plan identifies six areas of focus that will ensure the School continues to flourish and to approach the future with confidence and excitement. Key to the next five years will be the transition to a fully co-educational school, building on our careful preparations to welcome girls, our long-established strengths in teaching and learning, and our commitment to the personal development of each pupil. This will affect all areas of school life as we ensure that every pupil benefits from our approach and is able to thrive. Introduction 2 This is a hugely exciting time in the long history of Abingdon School as we welcome girls to the school for the first time. It is an apt moment to launch the latest iteration of our development plan, setting the direction of travel for the next five years. This is a time of considerable flux in the independent school sector as schools respond to a variety of societal, technological and economic challenges and opportunities. Abingdon School can look forward with confidence on the basis of the quality and breadth of our provision, as well as our long traditions of scholarship which have always been allied to a willingness to embrace change and innovation.
Our vision The Foundations Life at Abingdon is underpinned by three attitudes of active engagement: pursuing excellence, seizing opportunities, and fostering respect. We encourage Abingdonians to think for themselves, develop a spirit of independence and remain free to mature at their own pace in a world that can be over-full of expectations for young people.
The Life of the Mind We view our outstanding exam results as a by-product of our educational philosophy, not the aim of it. We focus on celebrating the life of the mind and education as an enjoyable and deeply satisfying activity in itself. We maintain our traditions of rigour and scholarship, knowing that it is the effort required to rise to a challenge that makes achieving something worthwhile. The Other Half Our commitment to personal development is especially embodied in our remarkable co-curricular programme, the Other Half. The Other Half is of equal value to us as the academic side of life and is a key way pupils develop life skills such as teamwork, creativity and resilience. While we support high-level performance in sport, music and across all disciplines, we also encourage pupils to pursue some interests just for fun, to ensure they remain well-rounded and grounded. 4 A Place of Belonging Underpinning everything we do is a pastoral house structure that ensures every pupil is known and cared for as an individual. This approach supports pupils to try new things, develop lasting friendships and explore their personal ambitions. Ultimately, we prepare our students to leave us with a clear sense of who they are and a broad appreciation for the global community to which they belong. Success Educating young people is a great responsibility, but school should also be a place of happiness and fun. Success for us is seeing students leave Abingdon, not just with a list of achievements, but as well-balanced individuals, ambitious but not entitled, and driven by a life-long curiosity for the world and respect for the people they will encounter.
Our vision in action For the next five years our priority is to build on our preparations to date and to fully embed co-education into the fabric of Abingdon. Through our core academic, Other Half and pastoral pillars, we will foster an inclusive culture where every pupil can thrive. Our priorities
Cultivate a love of learning through a rigorous, challenging curriculum. We want our pupils to embrace the demands of a first-class education that blends depth of knowledge with opportunities to apply it across disciplines. Deliver a personal academic experience that recognises pupils’ unique strengths and ambitions, combining high expectations with support to help every child flourish. Encourage our pupils to become critical thinkers who embrace nuance and relish complexity. Create space for academic excellence, while recognising this is only part of an Abingdonian and does not solely define them. In the academic realm, we therefore aim to: 6 “The mind is not a vessel to be filled, but a fire to be kindled.” - Plutarch
Maximise the opportunities provided by the new timetable to ensure all pupils have access to a broad, diverse and inclusive Other Half programme. Ensure pupils have the opportunity to pursue their ambitions, in terms of discovering new passions, pursuing excellence in their chosen fields and simply having fun. Develop key skills for life, including the ability to work well in a team, the stamina to see a project through to completion and the resilience to navigate difficulties and find a way past them. Champion a ‘sport for all’ ethos, balancing high performance pathways with a culture of widespread participation to support lifelong health and wellbeing, while allowing all our pupils to enjoy their opportunities for physical activity at school. Through the Other Half, we aim to: 7
With regard to our pastoral care, we aim to: Enhance our proactive approach to safeguarding and foster empathy, professional curiosity and continuous learning. We want to be a place where everyone feels safe, confident and empowered to look out for one another. Embed a culture of belonging, where every pupil's unique identity, background and perspective are valued. We want school to be a place of genuine enjoyment where differences are celebrated and interests are ignited. Equip our pupils with the emotional intelligence and psychological resilience to thrive in an ever-changing world. Nurture moral and spiritual growth, encouraging exploration of purpose and values to empower our pupils to become compassionate, principled individuals who make a positive contribution to society. 8
To ensure Abingdon continues to lead and inspire, we have identified six additional areas of focus for the next five years. These priorities sit alongside our core pillars, providing a roadmap which will enable us to enhance our impact and the opportunities we provide. Advancing our vision Areas of focus
Empower pupils as confident and discerning digital citizens, ensuring technology is used as a purposeful tool for cognitive growth, creative expression and societal benefit. Equip staff to maximise emerging technologies and AI effectively to enhance teaching, reduce administrative tasks and improve efficiency. Build a secure, future-proof digital infrastructure where systems work together and can adapt flexibly as technology evolves. Cultivate a 'balanced-by-design' culture that protects space for deep thinking and face-to-face connection, ensuring technology remains a deliberate choice rather than a default distraction. Digital citizens We will equip pupils and staff to navigate an evolving digital world with confidence, discernment and integrity. Guided by our five-year AI & Digital Transformation Plan, we will balance innovation with intentional time ‘off-line’ to enhance learning, wellbeing and operational effectiveness. We aim to: 10 “Technology is best when it brings people together.” - Matt Mullenweg
If a child can't learn the way we teach, maybe we should teach the way they learn. - Ignacio Estrada
Adaptive teaching We will strengthen our provision for SEND, neurodiversity and EAL, ensuring our pedagogy enables every learner to be positively challenged and supported. We aim to: Reinforce a shared understanding that every teacher is a teacher of SEND, neurodiversity and EAL, all delivered via a joined-up approach, supported by high-quality training and complemented by specialist support. Strengthen early identification, particularly in transition years and during the new joiner process, to ensure timely and appropriate support for all pupils. Extend inclusive opportunities beyond the classroom, including in sport and the Other Half, to ensure meaningful participation for all pupils and to deepen understanding of diverse experiences. Where appropriate, ensure access to specialist expertise and evidence-based interventions, working with families to provide all-round support that enables progress and builds individual independence. 12
Belonging is when you feel valued for everything that makes you stand out. - Liz Fosslien
Boarding experience We will redefine boarding to offer a flexible, sector-leading experience that supports academic success and personal development while strengthening Abingdon's global perspective. We aim to: Refresh our boarding strategy to align with evolving needs, introducing flexible models that respond to contemporary family lifestyles. Enhance our vibrant boarding community further so that it represents a culturally diverse mix of UK and international pupils. Launch an outstanding girls’ boarding experience that allows girls to embrace all the benefits that boarding brings. 14
Alone we can do so little; together we can do so much. - Helen Keller
Implement a People Strategy focused on recruitment, retention and professional growth. Protect staff wellbeing and optimise impact by evaluating work activities to ensure time and energy are focused on the high-impact practices that make the greatest difference to pupil outcomes, empowering middle leaders as key drivers of educational quality, professional expertise and cultural cohesion. Focus on internal engagement to ensure staff are fully informed and supported through change with clear communication, professional development and opportunities for involvement, while also ensuring we celebrate collective success. 16 Professional culture We will cultivate a high-performing, collaborative and supportive professional environment that attracts, develops and retains talented staff, enabling them to contribute fully to the School’s success. We aim to:
Tell me and I forget, teach me and I may remember, involve me and I learn. - Benjamin Franklin
Purposeful community We will strengthen meaningful engagement with parents, alumni and the wider community, building trusted partnerships that enrich pupils’ experiences and foster a lifelong sense of belonging. We aim to: Cultivate a culture of shared purpose where parents and alumni feel a deep sense of belonging and the opportunity to shape the life and future of the School. Foster connection between home and school, ensuring a unified approach to pupil progress and wellbeing. Refine communication with parents to prioritise clarity, relevance and impact, ensuring families feel informed, known and connected to the School’s mission. Build a collaborative network that harnesses the diverse expertise of parents and alumni to enhance learning through mentoring, real-world insights and career opportunities. Strengthen our connection to the wider community through the Abingdon School in Partnership programme, providing meaningful opportunities for pupils to develop workplace skills, leadership, empathy and social responsibility. 18
Planning is bringing the future into the present so that you can do something about it now. - Alan Lakein
Sustainable strength We will secure the School’s long-term future through disciplined financial stewardship, diversified income and a commitment to affordability, access and environmental responsibility. We aim to: Launch an updated five-year facilities masterplan that ensures our estate continues to best support our future whilst honouring our heritage. Maintain rigorous cost control while protecting investment in educational quality and pupil experience. Diversify income through commercial opportunities with Abingdon School Enterprises and high-impact philanthropic advancement. Safeguard affordability by delivering exceptional value for money through careful management of fee structures and the bursary programme in order to remain accessible to a broad range of families. Champion environmental sustainability across our operations, investing strategically to achieve our commitment to be Net Zero by 2050. 20
abingdon.org.uk Now co-ed
RkJQdWJsaXNoZXIy MTUxNTM1