Strategic Plan

Strategic Plan 2017 to 2021

*REVISED JUNE 2017

INTRODUCTION: This plan is intended to serve as a guide over the next five years, beginning in January 2017.  It is anticipated that progress towards its fulfilment will be reviewed at the end of each academic year by the School’s Academic Teams during their end-of-year meetings and by the Advisory Council during their first meeting each year.

The plan is based on the precept of maintaining student numbers in the area of 850 – 880 pupils without significant increases in either fees or spending from current dollar equivalent levels. Nevertheless, should student numbers fall drastically or inflation make substantial salary increases necessary in order to retain staff, then the School’s revenue sources would have to be reviewed.

Over the period of this strategic plan, no dramatic changes in the School’s academic offering are foreseen given that the School’s academic programme has recently been completed by the incorporation of all three of the Fieldwork Education International programmes from Early Years levels up to Grade 8.  Thereby the school presently counts with an extremely well-balanced, modern system of education providing continuity from Early Years to graduation.

Over the period of this strategic plan, no dramatic changes in the School’s mission or philosophy are foreseen except for the re-wording for our mission statement.  A change in the School’s methodology is foreseen in terms of moving away from more didactic teaching towards individual student-centred learning.

Over the period of this strategic plan, no dramatic changes in the School’s personnel structure, hierarchy and functioning are foreseen except for the need to better define and distribute responsibilities especially those pertaining to the newly developed Personnel and Student Development Services Departments.

Strategic 

Over the five year period of this strategic plan, the School shall strive to:

  • Ensure a smooth and efficient Transition to the New Campus over the next three years.
    Timeline: In progress.  Land has been purchased, building plans for new premises well developed.
    Responsible: The Directors General, Building and Maintenance Manager, School Lawyer and Advisory Council.
  • Work through the Association of I.B. Schools (ASOBITICO) to extend I.B. recognition at national and private universities.
    Timeline: Constant, on-going project.
    Responsible: The Directors General as representatives before ASOBITICO and for the IB Organization.
  • Respond to the increased competition from an ever-increasing number of rival schools.  Review and improve our Public Relations resources in order to promote the School more and maintain its excellent reputation nationally by increasing the quality and frequency of our advertising in many different media.
    Timeline:  On-going:  continue to publish the School Magazine twice a year.
    Responsible: Social Media Manager, the Directors General and the Advisory Council.
  • Collaborate with other institutions in the establishment of a bilingual teacher training programme for both Primary and Senior School teachers.
    Timeline:  long term project, as the occasion arises.
    Responsible: The Directors General.
  • Ensure the development of a whole-school, standardised management system for all Policies and Procedures, Manuals, guidelines, etc.
    Responsible:  the Directors General, Advisory Council, Headmaster and Personnel Department.

Staffing and Personnel Aspects

Over the five year period of this strategic plan, the School shall strive to:

  • Ensure the development and maintaining of a greater sense of school spirit within a defined culture that encourages teamwork, creativity and initiative.
    Timeline: 2017 -  Constant review, revision and maintenance of the School Culture
    Responsible:  the whole school community led by the Senior Administrators of the School.
  • Constantly review the structure and composition of the non-academic Administration hierarchy in order to better define positions and responsibilities among the School Office and Personnel staff.
    Timeline: 2017  -   review of new Administrative structure
    Responsible: The Directors General, Administrative Director, Headmaster.
  • Constantly review the structure and composition of the academic administrative hierarchy and assess the efficiency and effectiveness of the members of the academic administration, heads of departments and coordinators.
    Timeline:  constant, ongoing.
    Responsible:  the Headmaster and Primary and Secondary Heads.
  • Constantly review the performance of the teaching staff and make professional development available where improvements in performance are deemed necessary.
    Timeline:  constant, ongoing.
    Responsible:  the Headmaster and Primary and Secondary Heads.
  • Review recruitment policy and incorporate changes in procedures in response to the ever-increasing shortage of suitable candidates for teaching positions across the school levels.
  • Also, review recruitment policy specifically with a view to increasing the number of suitably qualified, locally hired teachers and support staff.  Timeline:  constant, ongoing.
    Responsible:  the Headmaster and Personnel Department.

Curriculum Aspects

Over the five year period of this strategic plan, the School shall strive to :

  • Revise and improve the professional development and in-service training programmes employing, wherever possible, the more economical facility of on-line courses and workshops.
    Timeline: 2017 - in conjunction with Senior Management Committee, draw up inventory of internal professional development resources and professional development requirements by means of a teacher questionnaire.
    2018 -  Produce and implement a schedule of professional development sessions that respond to the perceived needs of the staff.
    Responsible:  Academic Leadership Team
  • With particular regard to the IGCSE and IB programmes, constantly monitor and adjust the number and variety of option courses and different subjects offered at the secondary levels so as to ensure a reasonable balance between fulfilling the School’s mission and cost-effectiveness.
    Timeline:  subject to an annual review in mid-September each year.
    Responsible: The Headmaster, Directors General and Advisory Council.
  • Ensure that we develop and maintain a whole School approach to teaching and learning.  Incorporate procedures to constantly review and ensure continuity between the upper Primary and lower Secondary programmes.  Ensure that such procedures are relevant and appropriate to the new School campus design.
    Responsible:  Curriculum Coordinators
  • Revise and enrich the co-curricular programme offered to ensure a wide variety of learning experiences are available to students.
    Responsible:  The Headmaster and Co-curricular and Events coordinators
  • Ensure that all measures possible are being implemented and utilized to maintain the highest possible academic standards, particularly by incorporating assessment and feedback mechanisms that enable administrative staff to evaluate the effectiveness of the programmes and courses taught and of the delivery of those programmes by teachers.
    Timeline:  Constant
    Responsible: Academic Leadership Team, the Directors General and the Advisory Council.

Building, Installations and Facilities

Over the five year period of this strategic plan, the School shall strive to :

  • Ensure that the design and construction of the installations on the new campus do indeed facilitate modern teaching methods, efficient movement of persons and vehicles,
    Timeline:  Continuously over the next five years.
    Responsible:  The Architects contracted, the Building and Maintenance Manager, the Headmaster.
  • Constantly analyse and define the information technology and communication systems that will best suit the school for the future and incorporate the required hardware, software and network systems to support the required changes.  Further develop the school-wide IT committee to review school policy and training for technology.  Aim to introduce e-books across secondary school as they become available.
    Responsible : The Headmaster, Heads of Primary and Secondary Schools, IT committee
  • Incorporate and refine a school-wide, integrated software system that unifies all aspects of the Administration of the school “under one roof”.
    Timeline: 2017 - in conjunction with the software company, design and install the necessary programmes.  2018 -  Complete and refine the corresponding software programme.

Finances

Over the five year period of this strategic plan, the School shall strive to :

  • Maintain a Strategic Reserve Fund that would enable the school to meet its financial obligations for at least 2 months after its normal income had been lost or severely reduced as a result of a major natural disaster or for any other reason.
    Timeline: Over the entire period of this plan.
    Responsible:  The School Administration and Directors General with the guidance of the Advisory Council.
  • Hold the internal, artificial dollar equivalent fees as stable as possible, whilst adjusting as necessary for inflation and externally mandated increases in running costs.
    Timeline: Over the entire period of this plan.
    Responsible:  The School Administration and Directors General.
  • Revise and improve school financial management procedures keeping them in line with Costa Rican Laws and regulations.
    Timeline: Over the entire period of this plan.
    Responsible:  The School Administration and Directors General.
  • Maintain the purchasing power of staff salaries as far as possible by adjusting against devaluation of the local currency and also inflation if excessive.
    Timeline: Over the entire period of this plan.
    Responsible:  The School Administration and Directors General.