Strategic Plan: Learning & Leading

Letter from the Chairman of the Board

To the TASIS England Community,

Mrs. M.C. Fleming founded TASIS England with an insatiable passion for high quality education in Europe.  She believed that every good school should grow stronger through its commitment to excellence and high standards. More than thirty years later, this school remains true to its mission and can be justifiably proud of its accomplishments.

In 2010-11, TASIS England, completed its 5-year IB program evaluation, and was jointly re-accredited by the New England Association of Schools and Colleges and the Council of International Schools. In the 2011-12 school year, we received high marks after being evaluated by Ofsted, which inspects and regulates schools in England. With the feedback from our accrediting agencies, as well as our own self-assessment, we embarked on a comprehensive 12-month process of crafting the TASIS England Strategic Plan to guide the School into the future.

Our new Strategic Plan supports not just our mission, but also our continued commitment to learning, leading, and educating the whole child.  We are pleased to share the Strategic Plan with you. The Plan identifies areas that are priorities for the School in the upcoming years and recommends specific initiatives that will strengthen and enhance the TASIS England experience. It sets ambitious goals for student learning and achievement, and it outlines the characteristics that we believe distinguish TASIS England from all other schools.

We are grateful to the members of the Board of Directors, administration, faculty, staff, and parents who served on the Strategic Planning Committees. We appreciate the time and insights that each of you brought to the planning process.

We invite you to join us as we implement this Strategic Plan and work together as we continue to uphold our mission of providing an education for every child that balances the pursuit of knowledge with the love of wisdom, promotes the skills of lifelong learning, an appreciation for beauty, and the development of character.             

Strategic Goal One: Learning & Potential

Learning & Potential

Our students strive for academic excellence at each grade level and within every classroom through inspiring teaching and learning environments that develop their intellectual abilities.

Prepare our students with the knowledge and 21st century skills to be successful at the next stage of their education, fully utilizing the rich historical resources throughout England and Europe that enhance student learning.

Objectives

  Action

1.
Fostering a passion for excellence, each student experiences a challenging academic program that is both comprehensive and consistent—supported by a scope and sequence that documents mastery of skills and identifies curricular links. 

2.
Promoting lifelong learning, we emphasize the acquisition of knowledge and those skills that prepare students for success both at the next stage of their education and later in life.

3.
Believing in the worth of each individual, we implement differentiated instruction and support unique learning profiles.

4.
Embracing the mission of the School, we promote activities, experiential learning, and travel opportunities that complement the curricular scope and sequence.

a. Establish a school-wide Scope & Sequence that documents mastery of skills and identifies curricular links at every level. A resource and textbook review cycle is linked to the Scope & Sequence.

b. Document interdisciplinary links between and among courses and departments, and align courses chronologically or thematically to achieve consistency across grade levels.

c. As a School, adopt criteria for 21st century skills and review existing curricula to ensure that these skills are fully incorporated.

d. Conduct regular surveys of students who have left to attend other schools or universities to determine their level of preparedness.

e. Offer professional development opportunities and focused department and grade level faculty meetings to help teachers implement multi-phase lessons that meet different learning styles.

f. Audit the use of differentiated teaching methods.

g. Align trips and activities to complement the academic program and student leadership development.

 

Strategic Goal Two: Leadership & Service

Leadership & Service

Our students understand the importance of providing leadership and making positive contributions to a global society.

Foster the full positive potential of each student through individualized educational and extra-curricular opportunities.

Objectives

  Action

1. Valuing the development of global citizens, we foster the leadership potential in every individual, model the development of character and leadership within our community, and equip students with the tools to lead with confidence when called to do so in life.

2. Provide a framework for students, promoting balance between the academic rigor of the School and extra-curricular opportunities, with an emphasis on creativity, the visual and performing arts, sports, activities, and service.

a. Establish an Advisory Focus Group to evaluate and make recommendations on how best to serve students and parents through an effective advisory program at all levels.

b. Establish formal leadership programs to heighten awareness of leadership skills. Promote and provide opportunities for students to assume leadership positions.

c. Align leadership development with the college counselling curriculum.

d. Establish a Creativity/Action/Service program for upper school students to encourage the balance among academics, extra-curricular expectations, and service.

Strategic Goal Three: Community & Well-being

Community & Well-being

We instill and nurture a caring and welcoming sense of community throughout the whole school.

Continue to assist students, families, faculty, and staff as they manage the transition to and from TASIS England. Cultivate the well-being of the entire community by offering support and educational programs that promote good judgment, healthy habits, and life balance.

Objectives

  Action

1. Promote and model a culture of well-being within the entire TASIS England community by supporting students, parents, faculty, and staff as they strive to achieve their goals and potential.

2. Remain attuned to the social, emotional, and physical well-being of all community members, and continue to cultivate a strong sense of community that is caring and welcoming.

a.The Headmaster will appoint a Well-Being Committee, which will articulate and communicate a consistent definition and philosophy of well-being to the TASIS England community and recommend ways to promote well-being throughout the School.

b. Develop a comprehensive well-being curriculum for students from Nursery through Grade 12.

c. Reinforce and further develop a sequential homeroom/advisor program from Frog Hollow through 12th Grade.

Strategic Goal Four: Professional Learning Communities

Professional Learning Communities

TASIS England is recognized as a school where faculty, staff, administration, and board members embrace the School’s ethos and work together to create the most ideal professional learning community possible.

Maintain a reputation among international schools as an institution where teachers pursue their career and craft with passion, providing each student with optimal learning experiences.

Objectives

  Action

1. Orchestrate intentional learning opportunities school-wide, promoting a culture that embraces and values professional development, life-long learning, and collaboration.

2.Integrate and uphold the virtues of respect, trust, civility, collegiality, and positive morale throughout the entire school community.

a. Develop an intentional and purposeful professional development program for faculty and staff, which provides training for all employees based upon best practices found in Professional Learning Communities.

b. Improve the current framework used for appraisals to increase consistency and on-going responses to individual performance. Adopt professional development requirements for faculty and staff that are aligned with the performance appraisal program, traditional competencies, and 21st century skills.

c. Adopt a definition and philosophy for what constitutes an effective Professional Learning Community to ensure a common understanding of what TASIS England students learn and how the performance of each professional enables and supports student learning.

d. Provide teachers with the abilities to promote traditional competencies and 21st Century skills effectively through targeted professional development opportunities.

Strategic Goal five: Sustainability & Culture

Sustainability & Culture

We provide facilities and resources that support the mission of the school and operate with sound financial planning, striving for efficiency to ensure a long-standing, stable institution.

Maximize all funding to enhance and support the educational experience, capital projects, financial aid, and the operations of the school, enabling us to build on the unique beauty and character of the School’s campus and culture.

Objectives

  Action

1. Ensure TASIS England’s continuing financial health through appropriate management of fee and fundraising income, alongside a program of cost review and control.

2. Develop long-term financial and operational plans for investing in the continued growth and quality of programs and facilities offered at TASIS England.

3. Continually review and enhance our financial and operational systems and controls to maximize efficiency, while providing high quality academic and extra-curricular programs in the most cost-effective way.

a. Widely communicate the Campus Master Plan, including projected dates for completion of each project.

b. Develop a 3-year facilities repair, renovation, and maintenance program, with a supporting Capital Expenditure budget to support the program.

c. Enhance communication with all TASIS England constituents regarding the relationship between TASIS England and the TASIS Foundation.

d. Develop a 3-year Information Technology Plan that addresses instructional technology, hardware, software, and the IT infrastructure.

e. Review existing cost controls to identify changes to improve efficiency and effectiveness. Discuss and communicate with key stakeholders.

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