Strategy | 2024
Making A Difference
JESS at 50
The academic year, 2025-26 will see JESS celebrate 50 years in Dubai, having first opened in a villa in Safa in 1975 to serve English speaking expat families working for major companies in the city. From humble beginnings, JESS has gone from strength to strength and now delivers a world-class education to 2,500 students from over 70 different countries.
JESS Jumeirah still serves as the heartbeat of the school 50 years on. It remains a significant, iconic site for many long-term residents.
On the back of the success of Jumeirah, there grew a strong demand for another major Secondary school in the city and the idea for JESS Arabian Ranches was developed with the Primary and Secondary school opening in 2005.
Over the fifty years, JESS has forged a stellar reputation as a leading not-for-profit school in the region and is celebrated for its ability to
combine academic excellence with the warmth of community.
JESS takes pride in being one of the longest standing and most trusted schools in Dubai, with a superb track record. We work hard to cement our legacy for the next generation of JESS students.
There is an inherent confidence and ability to be innovative and dynamic, recognising the need for continual development to best serve and prepare our young people for the everchanging world around them.
Despite the vast and rapid changes in the educational landscape in Dubai, JESS has continually been able to cement itself as a popular choice for local families.
Dubai is not known for its complacency. Neither is JESS. During the pandemic, the first iteration of the JESS long-term strategy was produced. Following much research,
benchmarking, projections and careful analysis, a clearly stated strategy was produced.
This included a modest growth model, identified curriculum priorities, and an ambitious building programme.
Nearly four years on, we can say with satisfaction that the school has followed the plan and has either achieved, or is well on the way to achieving the strategic milestones that were put in place.
2024-25 sees the school arrive at its optimal number of students at all levels. There will be no significant increases in student numbers in the school in its present form.
Completing this phase brings the opportunity to decide on the next set of priorities moving forward, which will see JESS competing at the highest level of international education across the globe.
The JESS Ethos
Our challenge as the school has developed and grown has been to maintain the ethos that forms the beating heart of JESS, day in, day out. The demographic of Dubai has changed, as it has with our school. However, every year our priority is to ensure the DNA of JESS remains the same. This is an ongoing challenge but with the student number growth being minor and incremental, we have been able to manage and shape the ethos. This takes effort, commitment and determination.
As a result, we take great pride in the outcomes produced year on year, academically and holistically, driven by the high expectations and ambitions the school constantly purports.
JESS proudly caters to a range of abilities, consistently enabling young people to grow, achieve and succeed in a powerful culture of nurture and aspiration. Coming out of the pandemic, much time and effort was invested in re-articulating our Vision, Mission and Values. These are now embedded in the JESS psyche and shape all thinking, decision making and behaviours. They are powerful words that every student, staff member and parent buy in to. Visitors to our schools cannot miss these messages – physically, verbally or tangibly.
Vision Mission
Educating to make a difference in the world
TThe notion of ‘Making A Difference’ resonates strongly in everything we do and on every level. Our vision does not make claims of greatness but reflects a humble determination that the actions we take are considered and have a positive impact on a friend, family, movement, or oneself. Our vision broadens to be effective on a global level.
Discovering brilliance in every individual
Building community through respect and a sense of belonging
Empowering people to act with purpose
Our mission focuses on our responsibility for every child, developing their gifts and abilities whilst supporting their every need. The sentiments of respect and belonging are a focus and priority. Giving students the tools and confidence to act in a meaningful way pulls these strands together to realise our vision.
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Commitment
We are dedicated and persevere in every undertaking.
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do. and compassion ur planet.
e right thing, even when h difficult decisions.
We are excited to learn and have the courage to explore.
Three Schools | Two Sites | One JESS
Not for Profit
Integrity is one of JESS’ core values and probably the most relevant when describing the trust and reputation the school has garnered as it has grown and matured.
This is in no small part down to the not for profit approach that the school strictly adheres to. There are no shareholders, receivers of dividends or profits, and no owners. JESS is governed by a board of unpaid trustees, most of whom are JESS parents, past or present, whose sole interest is to oversee the quality of education delivered and the development and direction of the school. Every dirham that comes into JESS is channeled straight back into the school to realise these goals. This commitment has driven the school to great heights. People new to JESS say that you can feel the not for profit difference immediately when you walk through the gate. Both the Board of Governors and the JESS Executive Team hold this ethos as an absolute priority.
All decisions and plans outlined in this document are designed to create a sustainable model that will enable the provision of an education second to none, constantly evolving and improving for the benefit of every JESS family.
Strategy So Far | Curriculum
JESS maintains exceptional standing in Dubai and the Middle East, consistently leading with IB Diploma outcomes. For a mixed ability intake of 100-120 students, these results are a source of great pride. We celebrate all students, from those who achieve the maximum 45 points to all those who contribute to our overall average of 37 points (global average is 30).
Over the past six years, our BTEC programme has provided an alternative pathway to IB and a variety of excellent tertiary options globally, with 85% of our students gaining the maximum grades possible of D*D*D* (D=Distinction). Our GCSE results remain strong, with our average outcomes seeing two-thirds graded 7-9 (A*-A) and 85% 6-9 (A*-B).
Years 1 to 9 follow a British curriculum modified for local context, consistently rated Outstanding by the DSIB in English, Maths, and Science. Foundation Stage follows a playbased curriculum, also rated Outstanding.
Our strategy over the past four years has been to become not only a fully inclusive school, but one excelling in every area of inclusion.
We are proud to be a mixed have pride in the quality leave our gates at age 18 that there is not a typical J range of confident young learned how to tap into gifts, regardless of the va and challenges they might p
Our SEND department ( transformed as a central s have invested heavily in q leadership and skilled tea additional full-time staff.
We have improved opp Performing Arts, with a quality, carefully planned a our determination with A Education continues with th a Senior Leader for pedago support staff.
We have enhanced our Stu improved capacity and pro Global Politics at IB Dip introduced BTEC provision Stage 4 to support our E curriculum.
Staffing
Staffing has been generous to support the growth in student numbers, particularly in secondary. We have added specialist teachers across various subjects and our turnover of teaching staff sits at a very healthy 7.5%. Despite documented global teacher recruitment challenges, we continue to receive strong applications for subject specialists and classroom teachers.
Our extensive inclusion provision has grown in quantity and quality, and the Essential Pathways curriculum has been successfully introduced in Key Stage 3 to offer a more supported, hybrid route for our most challenged students to continue to flourish. Our strategy around inclusion has also seen the introduction of Occupational Therapy and Speech and Language Therapy in both primary schools, a popular project welcomed by parents which broadens our support expertise.
Alongside these staff, we have over 30 1:1 support teachers across the schools on any given day and all three schools boast a resident Reading Dog, which shows we are not a school that is afraid to try new things. Innovation is not limited to technology alone! We are in a healthy position with our inclusion
support and have been hitting our targets.
We committed to improving our Performing Arts provision and have appointed highquality Heads of Brass, Woodwind, String, Piano, and Voice in addition to two Dance specialists, which has had enormous impact. The standard of concerts and performances and the level of participation has increased significantly. This was evident at the highly successful JESSFest and the magnificent threeschool Dance Show.
As planned, we have expanded our complement of Social and Emotional Counsellors and recruited to strengthen our pastoral teams at every school. We also built on our University Guidance provision, which saw 96% of students gain their first-choice university.
As the school has grown, we have seen additions to our Finance, IT, Marketing, Facilities, and HR teams to ensure the schools run smoothly and efficiently. We have also appointed a Head of Digital Learning and Innovation to keep us at the forefront of the use of technology in education and to lead our journey with Artificial Intelligence.
Strategy So Far | Site & Buildings
In 2023-24, our site and building enhancements have begun to materialise. At Arabian Ranches, a new 219-space covered car park and astro sports field are now in use, soon to be connected to the school by an overbridge. This rapid development within nine months of securing the lease has been no mean feat and has enabled substantial development within the school.
A new Sixth Form Centre has opened where the former car park stood, offering a variety of carefully planned and creatively designed learning and study spaces, recreation areas, and direct access to staff. The former car park also now houses a spectacular new development for primary students, including an imaginatively designed library, Wrap Around Care facility, ICT and Arabic A classrooms. These new developments, along with four new classrooms, have transformed the former car park into modern, fit-for-purpose learning environments and paved the way for the reassignment and refurbishment of other areas, resulting in no less than sixteen additional classrooms.
The Lecture Theatre has been revamped create a more functional space for stud gatherings. Over the summer, twenty proj were completed at Ranches, including a fresco canteen, two playgrounds, refurbis Oasis centre, updated offices, modern bathrooms, and upgraded security systems
Meanwhile, work has begun on the comp rebuild of JESS Jumeirah as the 50-year site begins to reach the end of its natural Work successfully started with the rebuil two major classroom blocks, creating light airy learning areas whilst maintaining charm of the original campus. Tempo builds to accommodate leadership administration staff as well as a staffroom new reception area were also comple allowing the project to progress to the n phase, which will include specialist teach spaces, a purpose built Performing Arts ar and a magnificent new Sports Hall.
The work completed demonstrates the in and determination of leadership and Board of Governors to be taking bold step create exceptional learning environment the school enters its next fifty years.
& Operations
eating the long-term strategy for JESS, ncial sustainability and robustness of hools were examined thoroughly. lly, having more primary than y families paying fees relative to ction has been a financial challenge. alysis, along with the pandemic's on student numbers, led to a modest in capacity to strengthen our financial Whilst proudly Not-For-Profit, we still generate a surplus to meet rising nal costs and enable improvement.
r years, we have increased Years 7-11 tudents, with the final phase this year ng an additional 25 students in the m. Four years ago, student numbers d by 48 at Jumeirah and 36 in Ranches
This controlled rate of change has us to maintain the JESS ethos and his growth provided the financial to pursue ambitious building and ment plans to ensure continuous ment. It also enabled us to build our rative and support teams, increasing and expertise, allowing teachers to quality education with the necessary
Strategy Next Steps | Curri
Our long-term curriculum strategy focuses on strengthening our offerings and providing an academic pathway for every individual. We will continue to identify strengths and areas for development, allocating resources accordingly without making wholesale changes. We will continue to raise the bar in the Performing Arts, creating opportunities and improving standards. We also remain focussed on our sporting trajectory, striking a balance between participation and excellence. We currently boast A, B, C and D teams in areas we are able, to ensure inclusivity. We continue to seek ways to improve our standards in Arabic teaching and learning, increasing the number of students gaining formal Arabic qualifications and sitting the GCSE.
Inclusion pathways and expertise continue to develop as a strength and we will be balancing our traditional SEND provision with a focus on our more able learners.
Stellar outcomes are important in our Post-16 pathway develop every ch We will be str curriculu curricula curricula offerings tracking identify students with the to maxim eventua confiden developm Creating opportun the bar curriculu content, BTEC, an continue areas to
Staffing
With the growth in student numbers and improved efficiencies, we have recruited additional skilled staff in targeted areas. This will continue as we identify further priority areas, as we have with our more able learners. There will be a conscious recruitment drive with this area for development in mind. Investment will be made in this regard as will more resource towards staff development.
The continued professional development of our staff is critical to school improvement and student performance. We operate a wellcoordinated development programme that consists of thorough annual appraisals, regular observations and learning walks with feedback which is analysed to inform training needs. A commitment has been made to increase budgetary allowance across our schools to take advantage of external expertise and investment has been made this year to launch a coaching programme designed for teachers to refine their own mentorship skills. This project will embed a culture of continuous improvement whereby all discussions around teaching and learning will further professionalise and elevate thinking and practice. Thirty-one teachers are already participating, which is exciting.
Staff development remains at the fore as we navigate the exciting yet daunting impact of Artificial Intelligence (AI) on education. Following much research, dialogue, and debate around the JESS approach to AI, we are, at present, embarking on staff training to align teams on how we approach this. Whilst the prospect of AI is exciting, and sometimes positively transformational, our priority is to preserve the integrity of the learning process for our students. Whilst the world is being impacted exponentially by AI, we recognise that our students are still operating within an assessment system, which is largely at odds with it. We, therefore, need an approach that will protect students against cutting corners, ensuring they are not deskilled, whilst offering them exposure and experience to be prepared for the changing work environment. This in an area that brings challenge but be assured that much time and consideration is put into our decision making and planning.
We are in a healthy position staffing wise for our inclusion support. We have maintained a stable, committed team resulting in notable improvements, with dedicated resources and skilled staff ensuring all students receive the support they need to thrive.
Strategy Next Steps | Site & Buildings
The next phase of development is underway at both sites.
At Ranches, the swimming pools will be overhauled, with the 8-lane pool reorientated and rebuilt to the highest competition standards. Changing rooms and PE Department accommodation will be upgraded, facilitated by a three-storey building that will also house a much-needed Examination Hall/Flexi Space. This space will alleviate reliance on the Sports Hall and Auditorium during exam periods, which has historically caused disruption to our normal rhythm. This will be no more. Outside of exam season, this additional space will provide an superb additional venue for indoor PE, exhibitions,
drama group activities, and large-scale events. The top floor offers a great vantage point overlooking the pools and playing field, and will serve as a Training Room for staff, conferences, and parent meetings. Timelines for these builds run to summer 2025. This major project will set the Ranches campus apart from other premium schools in Dubai.
The next phases of the Jumeirah project are cleverly planned to concertina the various stages. The end result will be the arrival of a Sports Hall, transforming our provision with a facility that will be unrivalled for a 750 student primary school. This will go hand-inhand with a new build to accommodate Years 3-6, designed to be sympathetic to the look
and feel of the present site, which is close to our hearts. Additional specialist learning spaces are also planned. Every building will have been either redesigned, rebuilt or refurbished by the end of 2025.
Another much discussed topic is the notion of a third JESS site as Dubai demands more highquality schools. The Board of Governors entertain this idea with the clear desire and requirement that any school bearing the JESS name will operate at a level that equates to our Outstanding status and follows the distinct JESS ethos. Such a strategy would also strengthen the school’s long term financial robustness, ensuring that JESS continues to lead the way in educational excellence.
Finance & Operations
We must continue to build a robust financial model to ensure JESS has the resources to reinvest, maintaining its standing for the next ten to twenty years and beyond. JESS needs to remain a jewel in Dubai’s educational crown when the school reaches 75 years.
Compared to other private schools in the city, JESS requests very reasonable fees for a premium school, especially in primary. While strategic decisions over the past four years have strengthened our financial standing, the Board desires the primary schools to be selfsustaining. Currently, this is not the case, hence the higher rate of fee increase versus secondary over the past two years. It will take time to balance this and provide financial flexibility for curriculum, staff, and building enhancements. This economic need in primary has been offset by more modest increases in secondary to protect families who choose JESS for the entire 3-18 journey.
Tuition fees represent almost our entire income, so increases will remain a factor as we strive to maintain our stellar reputation and high quality provision.
Success at JESS
Historic victory for JESS at Rosslyn Park Sevens puts UAE girls’ rugby on the map
Our U14 Girls Rugby Team made history and put UAE girls’ rugby on the map when they clinched the title at the world’s biggest schools tournament, Rosslyn Park Sevens.
JESS became the first ever international school to win a title in this hotly contested tournament, beating Oakham School to the title and other prestigious independent schools during earlier rounds. The event, hosted in London, is held in extremely high esteem, attracting over 1,200 teams, and shows that we are competing with and beating the leading schools in the world.
JESS scored 230 points and conceded just 24. The team’s success in London has already inspired more girls to take up rugby. With greater participation, competition increases and competition breeds success.
As well as clinching the championship title, we were incredibly proud to see JESS player Hind Salam named Player of the Tournament.
Success at JESS
Adam joins KHDA Rahhal Programme to pursue university studies alongside school
Year 10 student, Adam El Rafey was identified as a high potential learner in science-based subjects in Year 4. His curiosity and desire to learn beyond the curriculum led us to challenge him with KS3 science courses early, progressing to GCSE physics and chemistry alongside older students.
Adam's exceptional journey caught the attention of the Minister for Education at EXPO 2020 International Day of Education, where Adam was a speaker. The Minister supported Adam's accelerated learning path, advocating for him with the Dual Credit Program team at the MOE. This enabled Adam to attend university one day a week and earn credit while still in school.
In 2022, Adam was offered a place at Wollongong University, where he is excelling in a Computer Science degree, achieving distinctions in each module. We continue to support Adam, closely tracking his progress and attainment.
Success at JESS
Period Empowerment Project continues to make a difference
This year, students made significant strides with the Period Empowerment Project, garnering support from local UAE businesses who donated products, materials, equipment, time and advice, and forged partnerships with peers at neighbouring schools to strengthening their efforts. To date, the project has overseen the production and distribution of over 4,000 sanitary kits across Zambia and Cambodia.
This year, for the first time, the project also oversaw the construction of water towers and the installation of water filters, ensuring clean water for communities.
The initiative aims to support and educate girls in underdeveloped countries about menstrual health, providing sanitary products to reduce infection risk, improve school attendance and gender equality. This year, students visited two schools in Cambodia, educating both girls and boys about menstrual health to reduce the stigma around the subject.
Success at JESS
JESS Alumnus achieves Olympic dream in Paris and returns to inspire next generation
JESS alumnus Sean Niewold made history as the school’s first Olympian, competing in the men’s 100m freestyle in Paris 2024. After Paris, Sean came to visit the training ground of his formative years to inspire students and share his journey from JESS to the world stage.
During his visit Sean, who qualified with a time placing him 9th globally, reunited with his former swim coach and held a Q&A with students, reflecting on his Olympic experience, talking about his rigorous training routine, and the importance of perseverance.
Sean, a proud JESS graduate from 2017, continues to balance his swimming career with academic goals and is currently pursuing a degree in Mechanical Engineering to futureproof himself for life beyond swimming.
We continue to eagerly follow Sean’s swimming career and hope to see him compete in the LA Olympics in 2028.
Success at JESS
JESSFest unites students in a celebration of talent and community
Our three-school community event, JESSFest, returned by popular demand in 2024 and was a tremendous success, bringing together students from all three schools to celebrate and showcase their unique talents. The event featured instrumentalists, dancers, singers, and gave our technical crews an opportunity to showcase their skills as well.
The event was a vibrant display of creativity, appealing to students of all ages, as well as families and staff. The performances were a testament to the hard work and dedication of our students, who seized the opportunity to shine in front of a supportive audience.
The event highlighted the many wonderful diverse talents within our community and fostered a true sense of unity and pride. The event's success is a reflection of the collaborative spirit that thrives within our walls, and we look forward to many more JESSFest celebrations in the future.
Success at JESS
Inaugural JESS Dance Show celebrates JESS schools in spectacular fashion
Our first ever dance show was a resounding success, celebrating unity and excellence in the performing arts across our three schools. The event highlighted the collective heartbeat of our community, with dancers coming together to showcase their talents.
Inspired by the electrifying performance of Hans Zimmer in Dubai, our unique production transformed iconic cinematic moments into a visual dance narrative, which captivated the audience and symbolised the vibrant tapestry of life at JESS.
The dance programme, launched just two years ago, has become an incredibly popular addition to our offering, attracting significant interest and participation. It has helped students develop confidence and creativity, skills that are transferable to all areas of the curriculum. The show captures the collaborative spirit and energy that thrives within our walls perfectly.
Success at JESS
Small schools, big wins: A stellar sports year
Our small but mighty primary schools have achieved remarkable successes and made waves in the Dubai school sports scene.
Despite being the smallest primary school in Dubai, Ranches proudly secured 1st place in DASSA Swim League 1, Netball League 1, Football League 1, and Basketball League 1. The under-11 teams also triumphed, winning the Dubai 7s netball final and the Hamdan swimming championship as well as being announced league winners in netball, basketball and football. Ranches came second overall in the World School Games, claiming a new record for the U11 girls 300m. The school boasts an impressive 97% participation rate in its sports programme, with representation at 140 DASSA fixtures last year alone.
Behind these remarkable achievements lies the unwavering dedication and hard work of students and coaches, whose commitment to training, teamwork, and perseverance has paid off. Their achievements are a testament to the strength and unity of our community.
JESS Jumeirah had an equally outstanding year, showcasing exceptional talent and determination. They triumphed at the World School Games and clinched the U12 Rippa Rugby Championship. The U11 rugby team shone brightly, winning the girls DASSA league and playoff. In the pool, Jumeirah took first place in the DASSA sprint, relay, and traditional galas, securing 14 individual medals, the highest of any school. Notable athletic achievements include gold in DASSA U11 girls 600m and U11 boys 150m. The rounders, cricket, netball, tennis, and basketball teams also claimed championship titles.
The primary sports calendars culminated in an unforgettable Year 6 trip to Singapore for all our netball and rugby teams.
Despite being small primary schools, JESS continues to punch above its weight, demonstrating that passion and determination lead to extraordinary success. We are very proud of our students’ accomplishments and the spirit they bring to every competition.
ss at JESS
o top 1% in global IB rankings
ESS proudly ranked as the 38th eving school globally out of 4,600, e feat for a mixed ability school.
we celebrate students achieving IB Diploma score of 45/45, placing ng the top 0.02% worldwide. On ver the past three years, an 33.3% of JESS students have scored , placing them in the highest students and in a strong position oice of university. Equally notable is average score of 37.7 points for ing at JESS since FS1, significantly the global average of 30 points. top scorers in 2024 are Arushi w reading Earth Systems at Stanford and Sara Hughes-Pachero, studying at London School of Economics. academic performance, university and distinctive ethos consistently mong the top 15 private schools in East and top 150 globally in the ation Schools Index.
Driven by our values
