Strategic Plan

Strategic Plan 2012 to 2017

It is intended that this plan serve as a guide over the next five years, beginning in January 2012. It is anticipated that progress towards its fulfilment will be reviewed at the end of each academic year by the steering committee during their end-of-year meeting and by the Advisory Council during their first meeting each year.

The plan is based on the precept of maintaining numbers in the area of 850 – 900 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 except for a review of the curriculum offered in the Lower Secondary levels in order to assess the feasibility of incorporating the International Middle Years Curriculum as an extension of the present IPC programme in Primary levels.

Over the period of this strategic plan, no dramatic changes in the School’s mission, philosophy or methodology are foreseen except for the perceived need to place more emphasis on developing and maintaining a greater sense of school spirit in a climate that encourages creativity and initiative.

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 a newly developed Personnel Department.

Strategic

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

  • 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.
  • As a long term strategy: explore the possibilities of establishing another school in a different, nearby location that could eventually offer better facilities on larger premises.
    Timeline: Constant, on-going project.
    Responsible: The Directors General, School Lawyer and Advisory Council.
  • As a short term strategy: explore the possibilities of purchasing more land and / or buildings adjacent to the school that could immediately offer better facilities on extended premises.
    Timeline: Over the next 5 years.
    Responsible: The Directors General, School Lawyer and Advisory Council.
  • Establish practices and procedures that will facilitate the eventual retirement of key, senior personnel in the school over the next few years.
    Timeline: 2013 – start recruitment of replacements for the Headmaster and Primary School Director. 2014 and 2015 - assessment of the effectiveness of those recruited.
    Responsible: The Directors General and Advisory Council.
  • Review and improve our Public Relations resources in order to promote the School more and maintain its excellent reputation nationally.
    Timeline: Continue to publish the School Magazine, 2012 – establishment of a Facebook page to facilitate communication across the school community; 2013 – establishment of a new School Website.
    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.
Staffing and Personnel Aspects

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

  • Place more emphasis on developing and maintaining a greater sense of school spirit in a climate that encourages creativity and initiative.
    Timeline :
    2013 – Preparation of the new School Culture to be introduced in 2014
    2014 – Introduction and incorporation of the new School Culture
    2015 – 2017 Constant review, revision and maintenance of the new School Culture
    Responsible : the whole school community led by the Senior Administrators of the School.
  • Restructure the present Administration hierarchy in order to better define positions and responsibilities among the School Office and Personnel staff.
    Timeline :
    2013 – review of present administrative structure
    2013 – appointment of new Senior Administrators in the School (Primary School Director and Headmaster)
    2014 – Incorporation of new Senior Administrators
    2014 - 2015 - review of new Administrative structure
    Responsible : The Directors General, Administrative Director, Headmaster.
  • Establish a Personnel Department as a development of the present duties and responsibilities of the Administrative Director (whilst transferring other responsibilities away – see above)
    Timeline : 2013-14
    Responsible : The Directors General, Administrative Director.
  • Review recruitment policy with a view to increasing the number of suitably qualified, locally hired teachers and support staff. Timeline : during 2013 and 2014 Responsible : the Head, Personnel Department.
Curriculum Aspects

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

  • Revise and improve the professional development programme, especially with regard to secondary school, in-service training employing, wherever possible, the more economical facility of on-line courses and workshops.
    Timeline: 2013 - in conjunction with Senior Management Committee, draw up inventory of internal professional development resources and professional development requirements by means of a teacher questionnaire. 2014 Produce and implement a schedule of professional development sessions that respond to the perceived needs of the staff.
    Responsible: Headmaster, Deputy Head Curriculum, Head of Primary Section.
  • 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.
  • Set up a permanent, all-school ICT committee to review school policy and training for technology. Aim to introduce Moodle and then e-books across secondary school as they become available.
    Timeline: 2012 Committee to be set up and meet, 2013 Introduce changes to Primary 4 and 5 curricula as recommended by the ICT committee. Organise integration of ICT into Secondary curriculum. Secondary staff be trained in the use of Moodle and upload material ready for 2014, in 2014 Secondary students to provide their own electronic devices (preferably tablets) to access Moodle. More training on use of Moodle to introduce different learning strategies. Introduce curriculum changes to rest of Primary levels and to all of Secondary school. 2015-6 Introduce electronic textbooks as they become available.
    Responsible: Headmaster (2012), then Deputy Head Curriculum, Primary ICT co-ordinator.
  • Review the curriculum offered throughout the Lower Secondary levels with the specific aim of assessing the feasibility of incorporating the Fieldwork U.K., International Middle Years Curriculum as an extension of the very successful International Primary Curriculum (IPC).
    Timeline: 2014 Review the contents and consider the benefits of the IMYP programme. 2015 If approved, incorporate the IMYP in the Senior 1-3 levels.
    Responsible: The Headmaster, the Head of Primary Section, the Senior Management Committee and the Directors General.
  • Set up a mechanism to constantly review and ensure continuity between the upper Primary and lower Secondary level programmes.
    Timeline: 2013 Develop new co-ordination process and review mechanism in co-ordination with secondary Heads of Department and Primary Curriculum Co-ordinators. 2014 Introduce and monitor new process.
    Responsible: Primary Curriculum Co-ordinator, Secondary Deputy Head Curriculum.
  • 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: The Head, the Head of Primary Section, the Directors General and the Advisory Council.
  • Incorporate and employ “Administrator” software to improve pupil tracking, record keeping and reporting.
    Timeline: 2011- 2012 Administrator Plus software incorporated in the School Office to record student data, grades, “lates and absences”, etc., 2012 Software will be employed to write school reports, 2013 Software employed to write reports and send out Progress Reports by email, 2014 Software to be employed for all administrative functions including registers.
    Responsible: The Headmaster and the IT Manager
  • Ensure that wherever possible in Secondary School levels “Form Periods” (Homeroom) are introduced into the timetable in order to offer a Personal, Social and Health Education programme and allow adequate time for CAS and International Award programme coordination, event planning, University Application processes, etc.
    Timeline: to be established in 2014, to be reviewed 2015
    Responsible: The Headmaster, Secondary Deputy Head Curriculum.
Building, Installations and Facilities

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

  • Constantly improve the available recreational and parking facilities by buying more adjacent land, if available, with requisite planning permission.
    Timeline: Over the entire period of this plan.
    Responsible: The School Administration and Directors General.
  • Continue with the on-going remodelling and refurbishment programme to improve all classrooms, libraries and other facilities that are more than 12 years old at any given time.
    Timeline: Over the entire period of this plan.
    Responsible: The School Administration and Directors General.
  • Constantly analyse and define the information technology and communication systems that will best suit the school for the future and incorporate the required hardware and network systems to support the required changes.
    Timeline: under constant consideration
    Responsible: The Headmaster, the ICT Standing Committee, the IT Manager
  • If required out concerns for their safety and security, consider purchasing housing or constructing apartments for overseas contracted staff adjacent to school.
    Timeline: under constant consideration after 2013
    Responsible: The Directors General, the Advisory Council
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 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.