Our Strategy 2016 2022 - Belvedere College S.J. AMDG: Ad Maiorem Dei Gloriam
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Belvedere College S.J. Our Strategy 2016 – 2022 AMDG: Ad Maiorem Dei Gloriam
Note from Fr. Derek Cassidy S.J. Welcome to Our Strategy 2016 – 2022, the strategic plan for Belvedere College S.J.. May we see many more years of sustainable growth together, per vias rectas and Ad Maiorem Dei Gloriam. Mission Statement Belvedere College S.J. is a Catholic school for boys only, under the trusteeship of the Society of Jesus. Set in the centre of Dublin City, it continues today a tradition since 1832 in the Jesuit approach to education. The school is fee-paying but provides a bursary scheme, independently funded, out of a desire to be socially just. The family, as the primary educator, through its commitment to the values of the school, shares the responsibility for the students’ education. Belvedere has dedicated teachers who are committed to high academic standards. The College provides a rich and diverse curriculum catering for the needs of each individual student. It strives for excellence also in areas of sport and culture, social concern, and spiritual values, wherein students are encouraged and challenged to realise their full potential as human beings. The Mission of the Belvedere Community - members of the Jesuit Community, Board, staff, parents, present students and past pupils - is to ensure that graduates of the College, by their relationship with Jesus Christ and through living Gospel values, shall be persons for others in leadership and example, in the pursuit of a just world.
1 Contents Foreword by Berchmans Gannon Page 3 Introduction by Gerry Foley, Headmaster Page 5 Past Pupils Page 7 7 Strategic Principles Page 9 5 Strategic Themes Page 13 I. Education Page 15 II. Jesuit Identity Page 17 III. Social Diversity Programme Page 19 IV. Information Technology Page 21 V. Facilities Page 23 Closing Prayer Page 24
2
“ Our goal as educators [is] to form men and
women of competence, conscience, and
compassionate commitment.”
Fr. Kolvenbach S.J., Ignatian Pedagogy: A Practical Approach.
Foreword
3
Foreword
Berchmans Gannon, Chairperson of Board of Management (2011 – 2016)
On behalf of the Board of Management, I am pleased This process led to the identification of our five Strategic
to present Our Strategy 2016 – 2022 for Belvedere Themes, for which specific committees were formed.
College S.J.. This document was approved by our Board Each committee was responsible for the development of
in June 2016 following substantial and intensive input a plan for their theme: Education, Jesuit Identity, Social
from a wide range of our stakeholders, including Board Diversity Programme (SDP), Information Technology (IT),
members, members of the Board sub-committees, past and Facilities.
pupils, teachers, parents, pupils, and of course, members
of the Jesuit Community. Across these five Strategic Themes, eighteen key
objectives were then established. These objectives will
Belvedere is a school with a long tradition of academic shape our planning and decision making at all levels of
success, dating back to the College’s foundation in 1832. the College over the coming 6 years, in order to ensure
Latin, Greek, and classical studies are still taught here. that we continue to build upon the great history of
Our continued commitment to invest and modernise Belvedere College S.J.. We remain committed to ensuring
our buildings and facilities is a testament to the fact that our College’s ability to adapt and respond to new
academic success remains as important to us as ever. conditions, needs, and opportunities presented to us in
Belvedere also has a history of great success in sport, an ever-changing world. As such, we will continuously
drama, music and art, with many famous alumni in all of monitor our progress towards our objectives, and will
these fields. Today, we aim to continue excelling in the review and update our plans as necessary to ensure the
holistic development of our students, and hope to do so success of our Mission.
for many generations to come.
We are deeply appreciative of,
There are currently many divergent challenges to and encouraged by, the level of
delivering a Catholic Education in a fee-paying school in engagement, enthusiasm, and
Ireland. However, there are many exciting opportunities support we have received from all
opening up in secondary education which Belvedere our stakeholders during this process.
must be willing and ready to embrace. The College, We sincerely believe that with
because of its proud history and beliefs, is unwavering your continued support, Belvedere
in its commitment to remain a leader in secondary College S.J. will continue to make a
education in Ireland. We are dedicated not only to real difference in the lives of many
academic excellence for our students, but to also provide young men in the future, in keeping
them with the adaptability, flexibility, and resilience they with the valued traditions laid down
will need to thrive in an ever-changing world. To identify for us by St Ignatius.
how we can best continue to do so, we have undertaken
an intensive process of deep self-reflection and learning, I would like to personally thank you
the results of which have informed our strategic plan. for your interest in Belvedere College
S.J., and I hope you will continue
The strategic plan 2016 – 2022 for Belvedere College to encourage and support us as
S.J. is the result of a planning process undertaken by we move forward on our exciting
the College in conjunction with our stakeholders. Our journey together.
task was to take stock of the current state of education
in Ireland, identify key trends, anticipate the future at
a time of accelerated change, and think boldly about
Belvedere’s place in the Irish educational landscape.
Above all, we asked ourselves: ‘What is needed to ensure
Belvedere’s continuing excellence in education?’
Berchmans Gannon
Belvedere College S.J.: Our Strategy 2016 – 2022
4
“ The social justice aspect of the school is
something no other school offers and it
has shaped my character hugely. I’ll miss
the opportunities I had at my finger tips
to be involved in the St Vincent de Paul
‘Soup Run’, Peer Tutoring, Block Pull,
Kolkata and retreats such as Kairos.”
Sixth year student exit survey
Introduction
5
Introduction
Gerry Foley, Headmaster
About Belvedere
Jesuit Education is synonymous with excellence in all it
endeavours. It is synonymous with care for the individual,
developing critical reflection, fostering independent
thinking, and nurturing talent, so that every member of
our community finds what is creative and life-giving.
In 1832, nine students enrolled in St. Francis Xavier’s
College in Hardwicke Street, Dublin. Following its move
to Belvedere House in 1841, thereafter becoming
popularly referred to as Belvedere College S.J., the
school has grown to achieve a current enrolment of just
over 1,000 students, 140 staff, and continues to be a
Jesuit school proud of its roots in the heart of the city
centre. It remains committed to the characteristics of
Jesuit Education, built on the pillars of developing each
individual’s Conscience, Competence, Compassion and
Commitment. Jesuit and other schools, students have the opportunity
to develop a very different perspective in embracing a
Building on over 180 years of educating young men, multicultural society.
our education focuses on developing resilience,
resourcefulness, reflection and reciprocity. Students Through our exchange and immersion programmes,
learn to learn, in the company of others who are students travel across the world, and in the Faith
highly motivated, and are encouraged to improve on and Service Programmes they work with the most
their previous personal best. Integrity, honesty, and marginalised in our society and share in learning with
a commitment to have an informed opinion, which refugees and migrants.
strengthens a resolve to work for the greater good of
society, are central to our aspirations for all students. While exam success is important, education is much
Our teachers are educators who build on tradition and more than this. We aim to create an environment which
enthusiastically embrace the future. responds directly to the diverse needs of individuals
rather than imposing a ‘one size fits all’ model on
Why Belvedere? students. Personalised learning shifts the role of students
Leadership and the experience of being a team member from being simply a ‘consumer’ of education to a ‘co-
are central to the experiences offered in our school for producer and collaborator’ of their learning pathway.
students and staff. Past pupils, parents and friends of Personalised learning actively engages all members of our
the College form an integral part of this community and learning community, students and staff, in the process of
contribute to the Mission of the College. The curriculum learning, leading to improved outcomes and experiences
is the holistic experience both inside and outside the for all.
classroom. The caring relationship between staff and
students underpins everything we do. At Belvedere this also results in a huge range of subjects
and co-curricular activities, challenging artists, athletes,
We want each student to discover, by being of service to scientists, debaters, linguists, entrepreneurs, actors and
others, a passion for life and to realise that they can be writers to become the best they can be. We give them
the agent of change for the better in society. Through the skills to navigate an unclear future with confidence.
our international links, as part of a global network of Remaining a fee-paying school has given us a degree
Belvedere College S.J.: Our Strategy 2016 – 2022
Introduction
6
of independence, which has ensured we engage with Globally, education is the highest priority in changing
our Mission to be a school where academic excellence society for the better. Ignatius often ended his letters to
is balanced with the moral, spiritual, cultural, physical Jesuits going on the missions with the expression “ite,
and emotional development of our students. Our capital inflammate omnia” — “go, set the world on fire”. This
fundraising ensures we can provide outstanding facilities. is the fire of the Holy Spirit that inflames hearts to do
These facilities, shared with the local community, enable the right thing, to live a life of integrity and honesty,
us to provide learning tailored to each individual. challenging oneself and society to face hypocrisy and the
ease of taking the soft option. Instead we are asked to
Growing expectations of the College community, along lead a life worth living.
with financial pressures, require financial planning to
meet the ever-increasing needs of the College. Our teachers are dedicated educationalists, leaders who
engage in professional development and work together
to ensure that the common standard is excellence. They
are part of a community whose objective is not just
to adapt to change, but to be agents of that change,
shaping education in light of an agreed strategy which
reflects the commitment and dedication of the many
constituents of that community.
This strategy ensures we will remain a learning
organisation, focused on improvement, embracing
change in the tradition of Jesuits who are contemplatives
in action. Our strategy has evolved as a result of a
process of engagement and reflection, in keeping with
our Ignatian identity.
As a community, Belvedere College S.J. is committed
to playing a key role in educating future generations of
young men who will build a better society.
Gerry Foley, Headmaster
Future of Belvedere
Past Pupils
7
Some notable past pupils:
Adrian Hardiman (Supreme Court Judge), Alec O’Riordan (Cricket), Alfred Edwin Jones
(Architect), Andrew Daniel Clinch (Rugby Union, President IRFU), Andy Dunne (Rugby Union),
Sir Anthony O’Reilly (Business, Rugby Union), Arthur Cox (Eponymous Founder of Law Firm),
Austin Clarke (Poet), Barry Murphy (Business, Olympian - London 2012 - Swimming), Bob
O’Connell (Rugby Union), Brian Lenihan (TD, Minister, Fianna Fáil), Cathal Brugha (Irish
Republican), Cathal Pendred (Mixed Martial Arts), Chris O’Malley (MEP, Fine Gael), Cian
Healy (Rugby Union), Cian O’Connor (Olympian - Athens 2004, London 2012 - Equestrianism),
Conal O’Riordan (Writer), Conor Lenihan (TD, Fianna Fáil), Denis Devlin (Poet), Dermot
Ryan (Archbishop), Cardinal Desmond Connell (Archbishop of Dublin, Primate of Ireland),
Edward McParland (Pro Chancellor, University of Dublin), Edward Pakenham (Lord Silchester),
Eoin Macken (Actor), Eoin O’Malley (Rugby Union), Eugene Davy (Rugby Union), Fergal
Matthews (Musician), Fergus O’Rourke (Sportsman), Fr. Francis Browne S.J. (Photographer),
Frank Winder (Rock Climbing), Garret A. FitzGerald MD FRS (Medicine), Garret FitzGerald
(Taoiseach, Leader of Fine Gael), Garrett Kelleher (Business), Ger Brennan (GAA), Gerard
O’Daly (Classicist), Harry Clarke (Artist), Henry Kelly (TV / Radio Presenter), Ian Dempsey (TV
/ Radio Presenter), Ian Keatley (Rugby Union), Jack Chambers (TD, Fianna Fáil), Jack McCaffrey
(GAA), Jack Reynor (Actor), James Downey (Rugby Union), James Joyce (Novelist, Poet),
Jimmy O’Dea (Actor), John Bowman (Broadcaster), John Hedigan (High Court Judge), John
O’Conor (Pianist, Beethoven Master), John Saunders (Business), Jonathan Cloonan (Business),
Blessed Dom Columba (born Joseph Aloysius) Marmion (1858 – 1923, Abbot of the
Maredsous Abbey, Belgium), Joseph Mary Plunkett (Irish Republican, Signatory of 1916 Proclamation),
Dr. Karl Mullen (Rugby Union), Kevin McGoran (Business), Kevin Barry (Irish Republican),
Fr. Kevin Laheen S.J. (Writer), Fr. Lambert McKenna S.J. (Lexicographer, Editor, Educationist,
Belvedere College S.J. Headmaster), Leo Whelan (Artist), Fr. Malachi Martin S.J. (Jesuit Priest,
Author), Mark Greaney (Musician), Mervyn Wall (Writer), Professor Michael Brennan
(President Mayo Clinic, USA), Michael Scott (Architect), Myles Dillon (Celticist, President of the Royal
Irish Academy), Noel Purcell (Water Polo/Rugby Union), Ollie Campbell (Rugby Union), Owen
Dudley Edwards (Historian, Literary Expert), Pat Taaffe (Jockey, Trainer), Paul O’Donohoe
(Rugby Union), Sam Stephenson (Architect), Seán Boylan (Meath GAA Manager),
Steve Tormey (Rugby Union), Sir Terry Wogan (TV/Radio Presenter), Thomas Bodkin
(National Gallery of Ireland Director 1927 - 1935), Thomas Pakenham (8th Earl of Longford, Historian),
Tim Pat Coogan (Historian, Journalist), Tom Crean VC DSO (Rugby Union), Tom Taaffe
(Jockey, Trainer), Tomás de Bhaldraithe (Lexicographer), William Fay (Abbey Theatre Co-Founder)
and William Martin Murphy (MP).
Belvedere College S.J.: Our Strategy 2016 – 2022
8
“ My time in Belvedere has been
unbelievable. The opportunities
available are endless and there is an
activity for absolutely everyone...
Belvedere is a fantastic school and
I am very grateful to have come here.”
Sixth year student exit survey7 Strategic Principles
9
7 Strategic Principles
As part of our strategy development and formulation process, we agreed the 7 Strategic
Principles detailed below. These are the foundational pillars of Our Strategy 2016 – 2022:
1. Continue our commitment to the Social Diversity Programme (SDP)
Our Social Diversity Programme plays a central role in our commitment to social justice. It is a
core element of our ethos, and is embedded in the fabric of the College, bringing our Ignatian
values to life.
2. Foster diversity
Our graduates will enter an ever-globalising world over the coming years, where diversity and
cultural sensitivity are the new norms. Their experience in Belvedere College S.J. will develop
their ability to engage in this world.
3. Achieve excellence in all areas
We are committed to excellence in all aspects of the College. We focus on developing
resourcefulness and resilience, where students learn to learn in the company of others (fellow
students, teachers, parents, alumni, and the wider Belvedere community). Our students are
highly motivated and encouraged to improve on their previous personal best.
4. Enable the total formation of the person by continuing to promote the Jesuit ethos
The balanced development of our students, their heads, hearts, and hands, is paramount. Only
with competence, conscience, and compassion will our graduates find, and share, true meaning
in their lives.
5. Remain a fee-paying school
The College remains fee-paying for many reasons, not least to retain its culture,
ethos, values and identity. Fees and fundraising enable autonomy in deploying our resources
and ensure that the College provides the best teaching and facilities. This in turn enables
tailored learning and education for each individual within a socially diverse student body.
6. Foster growth and change
Our Ignatian values remain timeless, however our approach enables the College to
adapt and respond to new challenges, needs, and opportunities presented to us in an
ever-changing world.
7. Foster inclusion of all stakeholders
In order to preserve and protect the strength and values of Belvedere College S.J., we will
continue to foster the engagement of all members of our Belvedere community.
Belvedere College S.J.: Our Strategy 2016 – 202210
The College aims to form individuals who,
besides knowing themselves, have significant
knowledge and experience of society and its
imbalances.Our Strategy 2016 – 2022
11
7 Strategic Principles,
5 Strategic Themes.
Building on the foundation of our 7 Strategic Principles, 5 Strategic Themes
were identified for further development.
1
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Belvedere College S.J.: Our Strategy 2016 – 202212
“ Overall, Belvedere is a fantastic place. One of the main
things I felt I got out of Belvedere was confidence in
myself. The school helped to develop me both socially
and spiritually. It also has fantastic teachers and a
great working environment.”
Sixth year student exit survey5 Strategic Themes
13
5 Strategic Themes
The Belvedere College S.J. strategic plan was mandated by the Board
and developed by a wide range of stakeholders. Five guiding Strategic
Themes were identified, with each of these then assigned to specialist
committees to develop actionable strategic plans.
I. Education: III. Social Diversity Programme (SDP):
The College leadership team strives to prepare AMDG The College established a Social Diversity
our students for an environment where they can Programme which offers a bursary to boys who
be active citizens, informed leaders of conscience, would not otherwise attend the College due to
and life-long learners. Our Strategy 2016 – 2022 social and/or financial barriers. The SDP enables
commits us to providing our students with the them to fully experience and participate in a
adaptability, flexibility, and resilience they will six-year Belvedere College S.J. education. Social
need to thrive in an ever-changing world. This diversity in a broader sense sits at the heart of
commitment demands the same characteristics the College and is a central tenet of our ethos.
from our team of educators. We will continuously This 2016 – 2022 strategic plan reaffirms the
improve in order to ensure we attract committed, importance of the SDP to the College and alumni,
talented, and innovative teachers, staff, and and will put in place the supports required for its
students, who fully engage with the Ignatian continued development.
ethos of the College. Our strategy commits
us to providing a broad curriculum, in line with
the highest national and international IV. Information Technology (IT):
AMDG
educational standards. The IT programme ensures that our infrastructure
encourages and supports innovative teaching
practices, enables learners to access educational
II. Jesuit Identity: materials, and promotes a 3Es pedagogy: Enable,
AMDG
Faced with the potential future prospect of no Engage, Empower. Every IT strategy action will
Jesuit presence on the Staff of the College, the be discernibly selected, student-led, focused on
Board of Management has charged the Jesuit addressing future needs, and will maximise each
Identity Committee (JIC) with the task of guiding student’s ability to interact as a 21st Century
the continued ethos or footprint of the Jesuit digital global citizen.
approach to Education within the College. Under
Our Strategy 2016 – 2022, the JIC will oversee the
continued development of the College’s Mission V. Facilities:
AMDG
and Values, and will guide the faith formation Belvedere College S.J. has been situated on its
tools within the College. The JIC will also lead the current Great Denmark Street site since 1841,
development of the social justice initiatives within built in an era when the physical requirements
the College, creating true “people for others”. of a school were quite different to what is ideal
today. As part of Our Strategy 2016 – 2022, the
College commits to assessing all of the current
facilities, both educational and sporting, in terms
of their condition and development potential. We
then commit to defining the future requirements
of the College regarding amenities, facilities and
space by identifying a series of projects including
both building and refurbishment works and their
phasing, sequencing, costs and priorities.
Belvedere College S.J.: Our Strategy 2016 – 202214
““
Belvedere College S.J.
is truly a great place to
work. I cherished my
time there.”
A former teacher
““Ite, inflammate omnia”
Go set the world on fire5 Strategic Themes
15
Strategic Themes:
I. Education
Belvedere College S.J. is dedicated to inspiring Our Education Committee will drive the following
its students to achieve their potential in all they 4 Strategic Priorities:
endeavour, in order to become agents of change
and conscientious leaders. The College leadership Provide an engaging and challenging curriculum
team is committed to preparing our students The College will achieve a balance between providing
for an environment where they can be life-long a taught curriculum meeting the requirements for
learners, active citizens, and men of integrity. We the state exams, and one where there is depth
are equally committed to providing our graduates of intellectual understanding. Our curriculum will
with the adaptability, flexibility, and resilience they promote a high standard of multidisciplinary education,
will need to thrive in an ever-changing world. This supported by the School Self-Evaluation (SSE) system.
commitment provides similar opportunities for Our students will grow as leaders who are responsible
staff and nurtures the same characteristics in our for their own learning, and we will continue to nurture
team of educators. Leadership must be dispersed students as co-authors of their learning experiences
throughout our staff and student body, and we in the development of personalised, active, and
will continue to attract dedicated, talented, and cooperative learning. We will continue to improve and
innovative teachers, staff, and students, who fully expand our leadership and team-building programmes
engage with the Ignatian ethos of the College. such as the Student Council, Class Captains, Prefects,
We will provide a broad curriculum in line with Peer Leadership and Peer Mentoring.
the highest national and international educational
standards, and the College’s Jesuit Identity. Continually develop and advance our education
systems and programmes
The design of our curriculum is informed by global The College will ensure our systems and programmes
as well as national trends and best practices, enable and enhance student education. The College
including those of Jesuit schools and colleges at will build on the strength of our School Self-Evaluation
home and abroad. The landscape of education (SSE) system (e.g. our student progress tracking system)
today is evolving at a rapid pace, and the digital and our systematic parental consultation and feedback
age, increased prosperity, political migration, and process. The sharing of best practice, e.g. through
environmental concerns, will have an increasing a systematic approach to peer observation, will be
impact on what is perceived as success in supported and encouraged as a key element of our
education. staff development programme. By ensuring professional
collaboration and commitment from our staff, our
aim is to implement best practice across every area of
We are committed to providing the College. Our development of international links,
our graduates with the partnerships, and placements, and our use of exchange
experiences for our teachers, will continue to help
adaptability, flexibility, and
us reach this goal. We will develop a strategy for the
resilience they will need to thrive appropriate use of IT to enhance learning, to create a
in an ever-changing world. space where we can promote innovative programmes
for students and our teachers, and dismantle the
physical boundaries of the learning environment.
Belvedere College S.J.: Our Strategy 2016 – 20225 Strategic Themes
16
Attract, motivate, develop and retain
talented teachers We will continue to nurture
To ensure we retain and always have excellent,
committed staff, the College leadership team will
students as co-authors of their
develop a continuity plan which will anticipate learning experiences in the
retirements or sudden losses of key staff. We will development of personalised,
continue to invest in Continuous Professional active and co-operative learning.
Development (CPD), training, and mentoring for all our
teachers. We will continue to improve on our teaching
practices for curricular and co-curricular activities. The different educational needs, the College will continue
College, in collaboration with its staff-led working to promote an environment which challenges
groups, will reinforce its support to promote teachers’ discrimination on any grounds. Expectations around
engagement and collaboration levels in developing as the concept of inclusion have grown greatly with
a Learning Community. We will continue to focus on the increased democratisation of education systems.
recruiting staff of the highest calibre. We will review Belvedere College S.J. has been supporting students
and adapt our management structures and processes to from socio-economically disadvantaged communities for
share responsibilities for ensuring quality management the past 30 years. This goes beyond SDP, as the voice
across teaching, subject planning, and student of our entire community, including students, parents,
assessment. past pupils, teachers, and the Jesuit Community has to
be reflected in our planning processes. For the period of
Inclusion and overcoming barriers to learning will this plan, the College will emphasise a student-centred
be a key feature of our education approach to improving our curriculum and developing a
Empowering students to be successful means pedagogy to meet the needs of an increasingly diverse
addressing the barriers preventing students from community. This will enable us to continually adapt to
achieving success. In creating a welcoming environment the growing complexity of the needs and aptitudes of
for students from diverse backgrounds, many with our diverse student body.5 Strategic Themes
17
Strategic Themes:
II. Jesuit Identity AMDG
Faced with the potential future prospect of no Our Jesuit Identity Committee will drive the
Jesuit presence on the staff of the College, it is following 4 Strategic Priorities:
imperative that we provide the solid structures
necessary to carry and foster our identity. For this Preserve our Mission
purpose, we created the Jesuit Identity Committee The JIC is focused on protecting and preserving our
(JIC). This is a group of people comprising Board Jesuit Identity. It will guide the College’s Mission and
members, teachers, past pupils, parents and Jesuits Core Values, and will refine the Jesuit Identity Vision
who are charged by the Board of Management (on and Ethos over this timeframe. The Committee will
foot of a strong desire of Fr. Provincial regarding also develop a communication strategy for more
the ‘Jesuit Ethos’ in our Colleges) with the task of efficient and regular communications with all of our
guiding the continued Ethos or Footprint of the stakeholders.
Jesuit approach to Education as enunciated in the
‘Ratio Studiorum’ of 1598 and as implemented Establish sustainable faith formation programmes
down the generations in Belvedere College S.J.. As a Jesuit college, faith formation is central to
our education programmes and contributes to the
The role of the JIC is to preserve, protect and grow preservation of our Jesuit Identity. Throughout the
the identity of Belvedere College S.J., in the face period of the 2016 - 2022 strategic plan, the JIC will
of increasing challenges such as secularisation, continue to enhance our model of formation and
diversity of cultures, diversity of faith traditions, our faith formation programmes. We will review and
the decline in religious practice, the decline in develop our Religious Education, our Social, Personal
Catechesis, overall apathy towards religion, and and Health Education (SPHE), our Relationship and
apathy towards the institutional Church. Sexuality Education (RSE), and our Retreat programmes.
We will endeavour to secure appropriate resources for
The day-to-day work of this sub-committee of all our programmes.
the Board of Management oversees the provision
and implementation of the College’s Vision and Advance our range of social justice programmes
Mission, and ensures the embedding of the core The JIC will expand and enhance the College’s range
values of Jesuit Education. This forms the strategic of social justice programmes. It will review the current
plan for JIC, which is to continue to enhance, and range of programmes and benchmark them against
create, links with other Jesuit Apostolates, globally our Pastoral Programmes Policy. This will ensure
and locally. The universal characteristics of Jesuit alignment and help identify opportunities to develop
Education underpin the way forward. these programmes further. The JIC will explore and seek
out new opportunities, and continually plan, resource,
and implement changes and improvements to these
programmes.
As a Jesuit college, faith Evaluate the impact of Jesuit Education
formation is central to our To ensure the effective delivery of our programme
education programmes and objectives, success will be measured. The JIC will
examine and track the impact a Belvedere College
contributes to the preservation
S.J. education has on students, families, staff, past
of our Jesuit Identity. pupils, teachers, members of the Jesuit Community,
local churches and the wider community. To this end,
it will review and improve our current Key Performance
Indicators (KPIs) used to evaluate the success and
impact of an Ignatian education.
Belvedere College S.J.: Our Strategy 2016 – 202218
“ I got an understanding
of myself. The school
provided a platform
for me to explore and
discover who I was as a
person and learn to be
more understanding of
others.”
Sixth year student
exit survey5 Strategic Themes
19
Strategic Themes:
III. Social Diversity
Programme
In 1988, having sold land owned by the school Our SDP Committee will drive the following
on Jones’ Road to facilitate the redevelopment 3 Strategic Priorities:
of Croke Park by the Gaelic Athletic Association,
Belvedere College S.J. established a Social Diversity Develop and advance our SDP
Programme (SDP) to utilise the sale proceeds in a The review of the SDP made several recommendations
socially just manner. The programme offers regarding the future of the programme to further
a bursary to boys who would not otherwise enhance it. The SDP Committee will formalise and
attend the College due to social and/or financial document the distinct Vision, Mission and Values
barriers. Our SDP enables them to fully experience of the SDP in the interest of further advancing and
and participate in a six-year Belvedere College promoting the programme. We will revisit and
S.J. education. review our application process, selection criteria, and
admissions process to ensure a consistent and equitable
For almost 30 years, the SDP has significantly approach continues to be followed. All of the policies
enriched life in the College. Apart from the life- and procedures associated with the day-to-day running
changing impact the SDP has delivered for many of the programme will also be revisited to optimise the
participants on the programme, the social diversity experience for participants and staff.
of the College’s population has broadened the
Belvedere experience for all of the staff and the Develop sustainable governance structures
wider student body. Awareness of social difference, The long-term success of the SDP is key to Belvedere
and life-long friendships without social barriers, College S.J. The SDP Committee will further enhance
are valued benefits for all boys who have attended an effective, robust, and sustainable SDP governance
the College. structure. It will review the skills and experience
required for optimal performance of the SDP, and
The SDP, and social diversity in a broader sense, sit improve the definition of the roles of the committees
at the heart of the College and are central tenets and sub-committees involved in the operational running
of our ethos. of the programme.
To assist the people involved in overseeing the
A recent review of the SDP, “A Symbiotic programme, clearer communication paths and specific
Relationship? A Review of the Belvedere training programmes will be delivered for all staff and
College Social Diversity Programme”, which was other governance participants. Periodic reviews will be
completed in 2015 by an external consultancy firm, implemented to monitor progress and a clear succession
highlighted the positive results of the programme planning strategy will also be implemented for the
in terms of completion rates, succession to management of the SDP.
third level education, and perceptions of the
programme amongst staff, students, parents, past Effectively resource the SDP to achieve its Mission
pupils and feeder primary schools. A significant ongoing challenge is the financial
viability and sustainability of the programme. The SDP
This 2016 - 2022 strategic plan reaffirms the Committee will develop a clear annual financial plan
importance of the SDP in school life, and will put to ensure the security, growth, and long-term success
in place the supports required for its continued of the programme. The SDP Committee recognises the
development. need to deepen our links with sponsors, benefactors,
alumni and the wider Belvedere community and will
collaborate closely with the fundraising office to ensure
The SDP, and social diversity in a adequate funding of the programme.
broader sense, sit at the heart of
the College and are central tenets
of our ethos.
Belvedere College S.J.: Our Strategy 2016 – 202220
“ My initial reaction leaving the school was sadness.
Belvedere has been a second home for me for the past
6 years and it has moulded me as a person. From the
moment you step into the school as a first year, you
soon realise how a Belvederian should conduct himself
and how you should be, which in my eyes is respectful,
hardworking and ultimately a man for others.”
Sixth year student exit survey5 Strategic Themes
21
Strategic Themes:
IV. Information Technology
Our IT Strategy is based on the principle that Our IT Committee will drive the following
educational institutions must use technology 4 Strategic Priorities:
to empower the entire community: teachers,
students, and stakeholders. As a school, the learner Provide IT tools to encourage and enable local and
will remain at the core of all our IT strategy global collaboration
discussions, decisions, plans, and actions. Collaboration is at the core of Belvedere College S.J..
The ability of the College, its students, teachers, and
The world of IT changes on a daily basis. New stakeholders to collaborate promotes new ideas,
applications and platforms emerge constantly, but enables interdisciplinary teaching for our students,
not all these offerings are adopted widely enough and increases our community involvement. We will
to become the new standard. Moreover, they do promote and develop our Virtual Learning Environment
not all necessarily suit the education sector. Our IT (VLE), and contribute to the elimination of the physical
challenge is to constantly monitor IT innovations boundaries of the classroom. We will also explore
and carefully agree on the development and new opportunities and applications to facilitate and
upgrade ‘path’ which will best suit Belvedere’s encourage communication within the College and
needs and budgets. We must continue to strike a its wider community. In the interest of safety, our IT
balance between identifying and adopting new policies, procedures and processes will be expanded
technologies that have been tried and tested in upon to integrate the emergence of new social tools.
similar organisations, but also lead in piloting new
innovations. We will continue to improve our IT Mobile: Enhance education experience through IT
model for the benefit of the College’s students, Mobile access to educational and more general content
parents, staff, and wider stakeholders. is nowadays prevalent through the use of tablets,
smartphones, laptops, and other technology devices.
Our IT Strategic Priorities will be based on the Belvedere College S.J. has committed to promote
SMAC (Social, Mobile, Analytics, Cloud) model, remote learning for our students, to facilitate them in
widely used in the industry. Our priorities have taking part in the life of our school, and in the wider
been informed by the results of an independent community.
SWOT analysis of the IT department carried out by
an external IT consultancy firm. The IT Committee will provide the adequate mobile
tools and applications (‘apps’) to our students, which
The IT actions we outlined for the 2016 – 2022 will help overcome barriers to learning. We will develop
strategy are student-led, and are focused on and implement specific training programmes to enable
addressing potential future needs and maximizing our students and teachers to safely and effectively use
our students’ ability to interact as 21st century, the new mobile technologies, hardware, and software
digital global citizens. employed.
We will facilitate personalised learning and self- Analytics: Maximise developments in technology
review by: for use in education
Our College will remain committed to the discerning
• Ensuring our IT infrastructure supports selection, innovation, and implementation of new
innovative Pedagogical practices technologies when they can enhance our students’
educational experience and our reputation with our
• Enabling learners to access educational stakeholders.
materials We have developed a new data analysis plan which will
be implemented over the course of the 2016 – 2022
• Promoting a 3Es pedagogy: Enable, strategic plan. The aim is to collect existing and new
Engage, Empower. data, to create insights that can be actionable for the
College and findings that will be continually reviewed.
Belvedere College S.J.: Our Strategy 2016 – 20225 Strategic Themes
22
The plan will enable the collection of new data, such
as findings from the School Self-Evaluation system,
and use these results to improve access to educational
content, etc.
Expand access to the College’s educational and
administrative content
The development and use of technology across the
College will require the IT Committee to expand the
College’s connectivity capabilities. This will enhance
the educational experience we offer, and promote
collaboration. This will be enabled by building the
structure which will allow access to the College’s online
educational (e.g. e-content, student e-portfolios, etc.)
and administrative activities, as far as possible.
We will also update our policies and processes in line
with legislation to safeguard our users, and we will
work with external agencies to futureproof our IT
infrastructure.
The IT actions we outlined for
the Our Strategy 2016 – 2022 are
student-led, and are focused on
addressing potential future needs.
The plan will enable the implementation of the The5 Strategic Themes
23
Strategic Themes:
V. Facilities
Belvedere College S.J. was originally set up in a Our Facilities Committee will drive the following 3
disused convent in Hardwicke Street in 1832, and Strategic Priorities:
then moved to Belvedere House - over 175 years
ago. Many of our existing facilities were built in Assess current facilities for condition, capabilities,
a different era, when the physical requirements and development potential
of a school were rather different to the norms of The Committee will review the existing campus buildings,
today. To continue our long tradition of academic and various facilities, for their physical condition and
success, it is imperative that our facilities can fitness for purpose, relative to the College’s requirements,
support our level of ambition. The maintenance and as well as compared to national and international
development of the facilities and buildings across standards. A critical element of this process is to identify
our school and sports grounds represent on ongoing the capacity which might be made available by rebuilding
challenge for our College, and is the responsibility
or reorganising parts of each location. This review is
of the Belvedere College S.J. Facilities Committee.
particularly important for the optimisation of the use
of No. 3 Great Denmark Street. This exercise will also
The College has made significant progress in
allow us to collate and prioritise the major maintenance
developing its facilities in line with the long-term
requirements of the school. Recent development requirements of our various facilities across the College,
projects reflect this, including the creation of a new on a timeline basis, over the coming years.
study hall, a new Learning Resource Centre, and a
new all-weather pitch on Distillery Road. Plans are Determine College requirements for amenities,
also being finalised for a new pavilion at our Cabra facilities, and space in 2022
sportsgrounds for 2017. The Committee and Design Team for the project will
engage with all of the College’s faculties to review how
The location of the College creates restrictions in they see their requirements changing over the coming
terms of the space that can be made available, years. We will assess the future capacity needs of the
and which buildings can be altered. In addition, College, including the scale and nature of future learning
our older protected buildings require specialist and extra corridor spaces. All our plans will be developed,
refurbishment and replacement work which can be as ever, with the right level and mix of stakeholder
both costly and disruptive. The careful management engagement. Our assessments and recommendations will
of these costs is even more important as the be informed by benchmarking reviews of local, national,
College does not receive Government funding for and international best-in-class educators.
capital expenditure – all building developments are
dependent on fundraising. Extensive alterations to, Identify phasing, sequencing, costs and priorities of
and replacements of, the facilities are undoubtedly building and refurbishment works
required, and the Committee will carry out this The third element of the strategy, in simple terms, will
work in line with a long-term plan for the campus.
overlay what we have, with what we will need, and
This will ensure that current investment is in line
deliver a building programme to ensure our teaching
with the long-term goals of Belvedere College S.J..
facilities are second to none, bearing in mind the
restrictions of the geographical location of the College.
To achieve this, the Facilities Committee will develop
a master plan and implementation program to This programme of refurbishment and building work
align the facilities of the College with its future will require the creation of a robust capital expenditure
long-term requirements and budgetary realities. programme with an emphasis on a rigorous process of
Our goal is to provide world-class learning facilities prioritisation, clear timelines for projects, and compelling
for our students, by modernising and developing cases for our priorities.
our facilities to meet our short and longer term
curricular and co-curricular spatial requirements, In order to accomplish these Strategic Priorities,
including structures for student amenities, social the Committee will continue to be populated with
areas, and external areas. the right mix of experience for these challenges,
from engineers and construction budgeting experts,
to teachers, past pupils and parents with the best
insights in these areas.
Belvedere College S.J.: Our Strategy 2016 – 2022Closing Prayer
24
Closing Prayer
‘I am the Way, the Truth, and the Life’ (The Gospel of St John, 14:6)
Jesus, being our Model par excellence, journeys alongside us on our way into
the future. Always learning from our past, our Jesuit Tradition of four hundred
and seventy-five years, we have now set our faces towards new horizons. We
have consulted our many companions, our parents, our pupils, our past pupils,
our staff, and the Jesuit Community, and, together, we have mapped out our
way forward. We are filled with energy and excitement that Belvedere College
S.J. will face our future, secure in the companionship of each other, because we
are clear that we are not alone, but share this vision.
As ‘Companions on the Journey’ we are ready to face into the ‘wilderness’
that is the uncharted landscape of Ireland in the first half of the 21st Century,
we have experienced strong and reliable expertise and professionalism in our
documentation of our strategy for the coming six years. We have relied heavily
upon our faith in each other, our trust in the integrity of the manner of our
proceeding: Our guide, as ever, has been per vias rectas.
I add my heartfelt prayer to our proposals: ‘May the God of Life continue the
journey with us; may we remain faithful to the vision of Belvedere for the
holistic education of each and every student; may all that we endeavour be
rooted and founded in the frequently quoted phrase of St Ignatius Loyola
‘Ad Maiorem Dei Gloriam’; and may we continue to inspire many young people
to be ‘persons for others’.
Amen
Fr. Derek Owen Cassidy S.J.
RectorContributors Thanks are offered to the following people for their contribution in developing ‘Our Strategy, 2016 – 2022’: Board of Management Berchmans Gannon (OB 1965), Chairperson Fr. Derek Cassidy S.J., Rector Mark Young (OB 1983), Trustee Representative Niamh O’Carroll, Trustee Representative Niamh O’Donoghue, Teacher Representative Tom Doyle, Teacher Representative Paula McDermott, Parent Representative Mark Yalloway (OB 1989), Parent Representative Gerry Foley, Headmaster & Secretary to the Board Strategic Planning Group (SPG) Eamonn Twomey (OB 1984), Chairperson (SPG) Tom Wright (OB 1993) Fr. Derek Cassidy S.J., Rector Seamus Finegan, Deputy Headmaster Gerry Foley, Headmaster Berchmans Gannon (OB 1965) Mark Young (OB 1983) Thanks are also offered to all the participants in our strategy workshops in Malahide (January 2015) and in the College (January 2016), these included representatives from the Province, Board of Management sub-committees, teachers, staff, parents, alumni and strategy sub-committees (Education, Jesuit Identity, Social Diversity Programme, IT and Facilities). Many thanks are offered to all who contributed to creating and designing this document. Stay Informed We welcome your ongoing views and desire to stay informed of the progress of ‘Our Strategy 2016 – 2022’. Please visit www.belvederecollege.ie/about-us/strategy-2022 for more information. Should you wish to be involved in helping the College to achieve its strategic priorities and objectives, please contact the Headmaster at hmsec@belvederecollege.ie.
Belvedere College S.J. 6 Great Denmark Street, Dublin 1, Ireland. T: +353 1 858 6600 F: +353 1 874 4374 E: hmsec@belvederecollege.ie W: www.belvederecollege.ie
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