AISJ'S STRATEGIC DIRECTION 

                  

Over the course of the 2015-16 academic year, the AISJ community engaged in an innovative and collaborative process titled “Reframing Our Learning” to determine the school’s strategic direction for the future. 

AISJ’s previous strategic plan was developed in 2010, and provided AISJ with strong direction in finances, facilities, community, and teaching and learning, all of which required focus at that time. In 2015, there was a strong consensus amongst the AISJ community that the areas of finances, facilities, and the community were of an excellent standard and that a new strategic plan should focus solely on enhancing student learning. However, in addition to an aspirational strategic plan focused on learning, the school did not want to lose sight of other key components associated with a leading international school. Therefore, the school identified two distinct focuses for the strategic direction of the school – Leading School Indicators (LSIs) and the Strategic Plan. Leading School Indicators will be used as annual benchmarks to ensure we are monitoring and maintaining the community’s standards for a leading international school. The Strategic Plan is the school’s aspirational work that will guide our teaching and learning for the next 3-5 years.

REFRAMING OUR LEARNING

AISJ invited parents, students, teachers, and the Board to participate in a number of AISJ “Reframing Our Learning” Cafés (based on Juanita Brown’s World Café model – www.theworldcafe.com). Community members engaged in dialogue and genuine conversations regarding what they think learning should look like at AISJ. They also discussed and identified key characteristics of leading international schools.

Collated data from the café sessions showed that parents, teachers, and students thought learning should be:

Parents and teachers indicated that a leading international school:

Parents

Teachers

#1 ...considers student learning to be the highest priority

#1 ...considers student learning to be the highest priority

#2 ... attracts and retains excellent teachers and leaders

#2 ... offers a balanced, well rounded program

#3 ... offers a balanced, well rounded program

#3 ... attracts and retains excellent teachers and leaders

#4 ... achieves strong academic results

#4 ... values a diverse and inclusive community with its ethos and actions

#5 ... values a diverse and inclusive community with its ethos and actions

#5 ... is true to a well-articulated vision and mission

#6 ... has the resources and finances to support and grow its programs

#6 ... has the resources and finances to support and grow its programs

#7 ... uses current technology to enhance learning

#7 ... provides excellent professional development opportunities for its staff

#8 ... has well maintained facilities that allow it to implement its vision and mission         

#8 ... achieves strong academic results

#9 ... provides excellent professional development opportunities for its staff

#9 ... uses current technology to enhance learning

#10 ... is true to a well-articulated vision and mission

#10 ... has well maintained facilities that allow it to implement its vision and mission

After hosting the community cafés, the school held a strategic planning retreat on campus where a group of Board Directors, the Leadership Team, teachers, parents, and students reviewed the feedback from the and discussed and debated how it should be reflected in AISJ’s Vision, Mission, Core Beliefs, and Parameters.

The group made a recommendation that the Board reaffirm the Vision:

Together we dare to imagine, inspire to succeed, and courageously make a difference

The group also proposed that the Board change the Mission Statement to reflect the school’s commitment to student learning:

Inspired Learners: Connected, Creative, and Courageous

Shortly after the strategic planning retreat, the Board of Directors reaffirmed the Vision and approved the new Mission Statement. The Board also approved changing the Core Beliefs to Core Values based on feedback from the strategic planning retreat.

With a clear community vision for the school’s strategic direction and support from the Board, the school formed a task force composed of teaching and learning coaches, Leadership Team members, and Board Directors to further develop the Leading School Indicators and Strategic Plan. The task force met nearly every week for two hours for six months. Working from the feedback voiced by community, the task force developed six Leading School Indicators and a Strategic Plan based around three strategic goals: Conceptual, Connected, and Personalized. The Board approved the new Strategic Plan in May 2016.

Together we dare to imagine, inspire to succeed and courageously make a difference.


Together we dare to imagine, inspire to succeed and courageously make a difference.


Together we dare to imagine, inspire to succeed and courageously make a difference.

Together we dare to imagine, inspire to succeed and courageously make a difference.


Together we dare to imagine, inspire to succeed and courageously make a difference.


Together we dare to imagine, inspire to succeed and courageously make a difference.


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