Vision 2020: GIS Strategic Plan
2016 - 2020
Introduction The name of the School is Ghana International School (G.I.S). The purpose of the School is to provide a high quality educational programme with instruction in English based on the English National curriculum with necessary modification required to meet the needs of the international composition of the student body and the host country. The School is a private educational institution that caters for local and foreign children of families residing in Accra, Ghana and the surrounding areas. The School was founded in 1955. Ghana International School is a member of the Council of International Schools (originally formed from E.C.I.S), New England Association of Schools and Colleges and the Association of International School in Africa. The web addresses of these organisations are www.cois.org, www.neasc.org and www.aisa.org respectively. The School is accredited by the Council of International Schools (C.I.S) together with the New England Association of Schools and Colleges, Inc. Commission on America and International Schools Abroad {(N.E.A.S.C), (CAISA)}. Accreditation was first granted by NEASC in December, 2007 and by CIS in January 2008
THE SCHOOL'S GUIDING STATEMENTS Our Motto: “Understanding of each other” Our Vision: “A highly respected school, locally and internationally recognised, providing excellent education in a multi-cultural setting that produces responsible global citizens” Our Mission: “To provide an internationally diverse school experience that instils an understanding of each other, promotes holistic development, life skills and learning through a rigorous curriculum that meets international standards” Our Educational Objectives: 1. To maintain a high academic standard that: Delivers a broad curriculum which draws from various teaching methods, with English as the language of instruction; Offers the students opportunities to develop lively, enquiring minds and independent thinking; Encourages participation in co-curricular activities; Provides opportunities and encouragement for the professional development of staff; Identifies and meets the needs of students, except when student(s) Special Educational Needs cannot be met within the school’s resources. Keeps abreast of trends in education and ensures that the curriculum remains relevant and dynamic
2. To promote positive personal values that: Cultivates integrity in students; Prepares students to become responsible, creative, self reliant and productive members of the global community; Encourages effective teamwork; Fosters a lifelong love of learning; 3. To ensure understanding of and respect for diversity that: Provides students with opportunities to share their cultures to promote ‘understanding of each other’; Promotes knowledge and understanding of Ghana; Promotes respect for other cultures, beliefs, nationalities, gender and differently able persons. 4. To develop a positive educational facility that: Provides a nurturing, secure, clean and friendly learning environment where students can grow intellectually, socially, emotionally and physically; Provides sufficient resources to create and maintain a stimulating learning environment. 5. To promote understanding of and participation in global concerns that: Encourages students to regard the natural world as their inheritance and their responsibility. Recognizes the need to protect and sustain the local and global environment; Fosters a fundamental understanding of and respect for the rights and freedom of each individual in our community and the wider world in the spirit of the UN Declaration of Human Rights; Ensures every student participate in community service.
VISION 2020: GIS STRATEGIC PLAN FOR 2016 – 2020
The GIS Strategic Plan is a ‘rolling plan’, which means that the Board of Directors and School Administration will conduct a review of the plan biannually (August and January) and make necessary adjustments. The following scheme and coding will be used to report progress on the work to achieve Specific Results. Planning Stages (P): The School has identified the Specific Result and begins to plan in order to achieve the result. In Progress (IP): The School has committed to achieve the Specific Result and has begun to measure and monitor progress through metrics and qualitative indicators. Completed (C) The metrics and qualitative indicators indicate that that the Specific Result has been achieved and is sustainable within the school organization. Delayed (D): The School is not able to achieve the Specific Result within the timeframe of the Strategic Plan. This may be due to one or more of the following: not enough resources, lack of expertise, change in priorities, etc. The GIS Strategic Plan is ambitious, and this is because we are at a critical juncture in our growth. In the last two years (2014 – 2016), we have been focused on transforming the way we ‘do school’. Our results while implementing this transformational agenda, have empowered us to believe that we have the potential in our faculty, students and stakeholder community, to implement the strategic objectives outlined in our Vision 2020: GIS Strategic Plan Document. All key implementers of the objectives outlined in this document will be able to articulate results that are specific, observable, and/or measurable by employing work plans that specify who will do what by when, and include indicators of success and/or desired outcomes. We acknowledge the support of the Association of International Schools Africa (AISA) in preparing this document. We also thank the following international schools for sharing their Strategic Plan Resources as we worked through our own process: International School of Tanganyika, International School of Ouagadougou, American International School of Mozambique, and The American International School of Lusaka.
VISION 2020: GIS STRATEGIC PLAN FOR 2016 – 2020 Strategic Goal 1: To become a centre for instructional excellence 1.1. Solidify our teacher professional development program(s) to enable our teachers deliver lessons that are engaging. 1.2. Engage our parents in ways that help them support us in the teaching of our students 1.3. Open our classrooms to be observed by those interested in becoming teachers, those interested in benchmarking their own practice and those interested in partnering with us in our teacher development programs. 1.4. Create a roadmap for technology use that recognizes the increasingly important role that technology plays in the lives of our students. 1.5. Support our students both academically and socially through various programming options throughout their time at GIS
Strategic Goal 2: To invest in our human resources 2.1. Create career tracks for teachers that allow them to develop towards Leadership in Administration, Student Life, or Research & Teacher Training. Develop a training program that puts the onus on the teacher to plan for their own professional growth - creating self motivated learners who then know how to create classroom environments that encourage students to be self motivated learners. 2.2. Structure cyclical programming for areas of health, housing, personal growth, professional growth. A booklet that details what we offer to teachers beyond their salaries‌incentive programs to stay healthy and well. 2.3. Ensure that the diversity of our staff population reflects our focus on internationalism and interculturalism.
Strategic Goal 3: To maintain sound and forward thinking finance and operations management 3.1. Develop systems that ensure that payments and other transactions are made in a timely manner. 3.2. Ensure institutional compliance and adherence to best practices in operations
3.3. Guide all departments to become fiscally responsible over the course of the budget year
Strategic Goal 4: To make impact in our community through service 4.1 Analyze our current programs to ensure we are in compliance with our Guiding Statements 4.2 Ensure that every student has had opportunity to serve through in-school programming 4.3 Solidify community relationships to enable us to build a reliable network of communities in need 4.4 Join other schools and organization in Ghana and outside Ghana who are committed to creating opportunities for service
Strategic Goal 5: To provide safe, flexible and functional facilities based on current and future needs of the school 5.1 Ensure that the learning and working environment at GIS is safe and secure for all students and staff. 5.2 Address changing needs by planning and demonstrating creativity, adaptability and practicality. 5.3 Provide stimulating and interactive facilities that support the learning objectives of each section of the school 5.4 Explore various options for expanding the GIS brand, in Accra and outside Accra
Strategic Goal 1: To become a centre for instructional excellence
1.1. Solidify our teacher professional development program(s) to enable our teachers deliver lessons that are engaging. 1.2. Engage our parents in ways that help them support us in the teaching of our students 1.3. Open our classrooms to be observed by those interested in becoming teachers, those interested in benchmarking their own practice and those interested in partnering with us in our teacher development programs. 1.4. Create a roadmap for technology use that recognizes the increasingly important role that technology plays in the lives of our students. 1.5. Support our students both academically and socially through various programming options throughout their time at GIS Specific Results 2016-2017 2017-2018 2018-2019 2019-2020 2020 - 2021 GIS will: GIS will: GIS will: GIS will: GIS will: Structure a Professional Maintain a Professional Organize a conference on GIS Partner with organizations that Inaugurate a Center for Learning Community Learning Community Campus at which our teachers will support teacher development Educational Excellence that Program that will Program that will address lead in the organization and e.g. CIE, Min. of Ed to lend focuses on student address the needs of the needs of teaching delivery of workshops and expertise participation, teacher teaching staff (inc. TA’s) staff. plenaries. Maintain a Professional commitment, parent and our commitment to Expand Saturday Maintain a Professional Learning Learning Community Program engagement, community student support. Community Events & Community Program that will that will address the needs of partnership & impactful Strengthen Saturday ‘Connexions’ in order to address the needs of teaching teaching staff. leadership. Community Events & engage parents. staff. Expand Saturday Community ‘Connexions’ in order to Use Technology Platform Expand Saturday Community Events & ‘Connexions’ in order engage parents. office as the base for Events & ‘Connexions’ in order to to engage parents. Use Technology Platform designing programs for engage parents. Use Technology Platform office office as the base for both students and Use Technology Platform office as as the base for designing designing programs for teachers. the base for designing programs programs for both students and both students and Initiate partnerships with for both students and teachers. teachers. teachers. local teaching colleges to Strengthen partnerships with local Solidify partnerships with local Engage all departments enable teacher teaching colleges to enable teaching colleges to enable of the school in the candidates to observe teacher candidates to observe teacher candidates to observe support of student good teaching practice. good teaching practice. good teaching practice. learning. Engage all departments Engage all departments of the Engage all departments of the of the school in the school in the support of student school in the support of student support of student learning. learning. learning. Key Implementers: The Principal, Vice Principals of Sections, Teaching & Learning Committee, Accreditation Group Key Supports: The Board of Directors, VP (Admissions & Advancement) GIS Parents, & Teachers
Strategic Goal 2: To invest in our Human Resources
2.1. Create career tracks for all staff. For teachers design in a way that allow them to develop towards Leadership in Administration, Student Life, or Research & Teacher Training. 2.2. Structure cyclical programming for areas of health, housing, personal growth, professional growth. A booklet that details what we offer to teachers beyond their salaries…incentive programs to stay healthy and well. 2.3. Ensure that the diversity of our staff population reflects our focus on internationalism and interculturalism. Specific Results 2016-2017 2017-2018 2018-2019 2019-2020 2020 - 2021 GIS will: GIS will: GIS will: GIS will: GIS will: Explore career track Design career track plans for Assess career track plans for Solidify the Career track program for Have a diverse staff plans for staff in staff in the school & work staff in the school to determine all staff in the school. population to enable us international schools with VPs to support and if there are changes needed. Work with the Wellness department deliver programs that are Work with the Wellness monitor teacher growth. Work with the Wellness to design a structured program that international in every department to design a Develop a training program department to determine if staff can benefit from. sense of the word. All our structured program that puts the onus on the there is a need to improve the Implement & Monitor a staff will have access to that staff can benefit teacher to plan for their own current plan. comprehensive mentoring program in programs that ensure from. professional growth Design a comprehensive collaboration with the Vice Principal’s wellness and will be able creating self motivated mentoring program in of each section. to articulate their own learners who then know how collaboration with the Vice professional growth plans. to create classroom Principal’s of each section and environments that the managers. encourage students to be self motivated learners. Work with the Wellness department to design a structured program that staff can benefit from. Restructure its teacher recruitment program to ensure maximum exposure to the best international teacher candidates. Key Implementers: HR Department, Wellness Department (Nurses and Counselors), Vice Principals Key Supports: Principal, Board of Directors, Staff
Strategic Goal 3: To maintain sound and forward thinking finance and operations management   
3.1. Develop systems that ensure that payments and other transactions are made in a timely manner. 3.2. Ensure institutional compliance and adherence to best practice in operations 3.3. Guide all departments to become fiscally responsible over the course of the budget year Specific Results 2016-2017 2017-2018 2018-2019 2019-2020 GIS will: GIS will: GIS will: GIS will: Concretize clear Standards Ensure that each member of Assess departmental Prepare for an internal audit of Of Practice for the finance the team has a growth plan training needs and identify our financial health and department by creating a that focuses on their areas for upgrade. systems. department wide policy for professional role at the School Prepare for an external Organize and train other processes in the school. Prepare for an internal audit audit of our financial departments on how to Determine training needs of our financial health and health and systems. understand the budget. of the department. This systems. Organize and train other Have the 2020 Budget ready by must include the use of Organize and train other departments on how to May 2019. technology in every facet departments on how to understand the budget. of operations. understand the budget. Have the 2019 Budget Establish a realistic Have the 2018 Budget ready ready by May 2018. budgeting timeline that by May 2017. allows the School to have an approved budget for the upcoming school year by May of the preceding year. Organize and train other departments on how to understand the budget.
2020 - 2021 GIS will: Prepare for an external audit of our financial health and systems. Have the 2021 Budget ready by May 2020.
Key Implementers: Finance Manager, VP Admissions & Advancement, IT Services Manager, Technology Platform Coordinator, HR Manager Key Supports: Principal, Board of Directors, HR Manager
Strategic Goal 4: To make impact in our community through service
4.1. Analyze our current programs to ensure we are in compliance with our Guiding Statements 4.2. Ensure that every student has had opportunity to serve through in-school programming 4.3. Solidify community relationships to enable us to build a reliable network of communities in need 4.4. Join other schools and organizations in Ghana and outside Ghana who are committed to creating opportunities for service
Specific Results 2016-2017 GIS will: Analyze and assess our current programming to determine how we are meeting student needs. Establish a committee of staff to design a volunteering program that utilizes the ‘passport’ concept introduced in 2015. Pilot the Passport Program rd in the 3 Term. Apply to join the Round Square Organization. Determine ways of communicating what we do to our School community and others beyond our walls.
2017-2018 GIS will: Solidify the Volunteer Passport Program for all students, taking into account the different sections of the school & their capabilities. Manage the process of integrating Round Square into the School’s community Service program. Initiate a 1-week Community Service week in which we will celebrate our achievements and introduce new members of our community to our Strategic Goal. Explore opportunities to serve outside of Ghana.
2018-2019 GIS will: Conduct an audit of the entire Community Service Program. Continue running an excellent program of community service. Establish the 1-week Community Service week as an integral part of student life. Determine how a service/mission trip outside Ghana would augment our current offerings.
2019-2020 GIS will: Extend the community service program to regions outside of Accra. Organize a service/mission trip outside of Ghana.
2020 - 2021 GIS will: Establish and run a model program to involve all preuniversity students in volunteer work inside and outside of Ghana.
Key Implementers: Head of Department (Student Life) Key Supports: Principal, Vice Principals, Development Manager, VP (Admissions & Advancement), Marketing Coordinator.
Strategic Goal 5: To provide safe, flexible and functional campus & facilities based on current and future needs of the school Ensure that the learning and working environment at GIS is safe and secure for all students and staff. Address changing needs by planning and demonstrating creativity, adaptability and practicality. Provide stimulating and interactive facilities that support the learning objectives of each section of the school Explore various options for expanding the GIS brand, in Accra and outside Accra Specific Results 2016-2017 2017-2018 2018-2019 2019-2020 GIS will: GIS will: GIS will: GIS will: Conduct an audit of its facilities Initiate ‘Total Security For All’ Continue implementing the Invite external auditors to our and security, to assure the campaign. goals of 2017 – 2018. campus to lead us in assessing: community of its continued Organize information sessions Explore the timelines (a) our progress towards ‘Total commitment to student safety to assure the community of its required to realize the Security For All’. and security. Included in this is a continued commitment to ‘Campus Of The Future’. (b) How functional and determination of whether our student safety and security. Conduct a feasibility study stimulating our facilities are. facilities are adequate and Ensure that all physical assets on the possibility of opening Ensure that prior programs whether they stimulate living & are documented, stored and up a sixth form campus have prepared all members of learning. accounted for on a regular outside of Accra. the School community in Ensure that all physical assets are basis. understanding their roles and documented, stored and Employ EdAdmin and/or responsibilities in ensuring our accounted for on a regular basis. other software to assist in the campus is safe. Employ EdAdmin and/or other management of School assets. software to assist in the Train key staff in management of School assets. Development Department Determine training needs of key and the Security & Assurance staff in the Development Department in areas of need. Department and the Security & Complete the design of a Assurance Department. ‘Campus Of The Future’ in Establish a smooth process for consultation with all facility upgrade requests and stakeholders. work to be done. Initiate the design of a ‘Campus Of The Future’ in consultation with all stakeholders. Key Implementers: Security & Assurance Services Manager, Development Manager
2020 - 2021 GIS will: Engage all stakeholders in detailed consultation regarding ‘GIS at 80’… What will our campus look like?
Key Supports: Principal, Board of Directors, All Managers, External Protection Agencies (proxy S&AS Manager), and Technology Platform Coordinator.