OUR NEW STRATEGIC PLAN�2018-2023��WELCOME TO A NEW ERA...

APRIL 30th, 2018

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You did it!!!

It's been 5 years since we built our Flight Plan, and now it's time to start a new cycle, to evaluate, rethink ourselves, get out of our comfort zone again and provide our School a new air.

So, What’s Next?

• Start the cycle again (and again, and again….)
• Strategy is an ongoing process
• It’s not a “project”, it’s a way of doing things on a daily basis, it’s a Management System

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Strategy should be broken down

Today’s Agenda

• How will the process be
• Where were we
• Where are we today
• Review and discussion of our Mission draft and Belief Statements
• Vision???
• Instructions for breaking them down into Goals

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Game Rules

• Punctuality
• Avoid cell phones and computers
• Active (but orderly) participation
• Avoid interruptions and parallel conversations
• Brief interventions, avoid repetitions
• Avoid specific cases or specific things
• Confidentiality in the information that is shared
• Think before speaking
• Not talking about people but about situations
• Propose solutions, do not criticize  

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My (Alejandra’s) Role

• This time you will do the hard work, and I will be the devil’s advocate
• Always questioning (nothing’s personal, ever)
• Rocking the boat
• Promoting right to left thinking
• Providing an “outsider” view
• Guiding the methodology

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Organizational Life Cycle

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Where is the school today?

The strategies, objectives, threats and opportunities vary significantly according to the stage your’re at

Where were we?

Algunas cifras Cojowa

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How have we changed?

5 Years Ago we Were:

Good:

• Smaller/ individualized school
• English level
• Infrastructure
• More integration (staff)
• Cambios positivos dirección
• Tech Platforms

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Not So Good- Opportunities of Improvement

• 2 different schools (ZN-PS)
• Sports & electives
• Debil excelencia académica
• Values crisis
• Lack of sense of belonging stakeholders
• MS/HS cambios de dirección
• Curriculum
• Communications + branding

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Today We are:

Good:

• Eagles activities
• Values awareness (REACHES)
• Aligned curriculum
• Academic Rigor
• Balanced Literacy

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Not So Good- Opportunities of Improvement

• Crowded Preschool
• Mejorar ambiente laboral
• Values

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• La tradición y exclusividad
• El bilingüismo y doble diploma
• Ser un colegio bicultural
• El campus
• Su gente: estudiantes, staff y comunidad en general
• Los alumnos son alegres, inteligentes y con muchas ganas de aprender, quieren ser los mejores
• El sentido de pertenencia del personal
• El ambiente y pensamiento positivo
• Ambiente familiar y cercano
• Su Junta Directiva, son personas con visión y compromiso
• La credibilidad en el equipo administrativo, en el Director y su equipo
• La labor de los Consejeros
• La educación integral en pre-escolar y primaria sienta muy buenas bases
• La nivelación salarial en curso
• El inicio de sistema de evaluación de profesores

FORTALEZAS

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• Crecimiento de la ciudad en sectores económicos que atraen familias de otros países
• Campus con amplia capacidad que permite el crecimiento
• Experticia en enseñanza del inglés y reconocimiento local podría aprovecharse para ampliar la oferta a otros públicos y generar ingresos adicionales que se reinviertan en los alumnos
• Involucrar a los exalumnos con una estrategia integral que los mantenga vinculados al colegio, permitiendo evaluar sus percepciones en la formación recibida, fortaleciendo el orgullo y la marca Cojowa y fomentando su vinculación como potenciales educadores
• Evaluar una posible certificación ISO
• Creación de categoría AdvancED School of Excellence

OPORTUNIDADES

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DEB I L IDADES

• La crisis de valores
• La baja tolerancia a la diferencia y la diversidad
• El nivel de exigencia es bajo
• El facilismo por parte de los estudiantes y falta de respeto de ellos hacia la autoridad
• El choque de criterios entre el colegio y algunos padres de familia
• La falta de respaldo del colegio por parte de los padres y el sobreproteccionismo de los padres de familia hacia sus hijos
• Los padres en high-school no se involucran lo suficiente en temas de sus hijos
• La educación en high-school no es integral, no existe un programa en valores estructurado, no hay una oferta de actividades extracurriculares suficiente y no hay el énfasis deportivo deseado por alumnos y sus padres

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DEB I L IDADES

• El currículum no está lo suficientemente definido ni es variado, y no es coherente desde 1 hasta 12, por lo que queda a discreción de cada profesor
• La falta de coordinación académica entre profesores locales y extranjeros
• Los profesores no son creativos a la hora de enseñar, los estudiantes se quejan que se limitan a leer los textos y no acompañan al estudiante en su proceso de aprendizaje, no son inspiradores
• La alta rotación de los profesores extranjeros y su bajo sentido de pertenencia
• Sólo el 19% del staff académico tiene maestría, que corresponde en su mayoría a profesores extranjeros
• El proceso de admisión no está documentado, no sigue unos lineamientos coherentes con la misión y visión de la institución ni está acompañado por un profesional en temas de familia, se rige a discreción exclusiva de la Junta Directiva basado en criterios de reconocimiento social únicamente
• No hay un visión ni un plan social que articule el rol que puede desempeñar el colegio en la ciudad, no solamente con las comunidades menos favorecidas sino además con otros grupos o dimensiones de la ciudad

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Where are we today?

“School was at a tipping point five years ago in need of change. Lots of potential for growth and improvement. Now we feel we are in a place of stability where we’re refining the trajectory, not setting the course and getting it off the ground.

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Now is our opportunity to focus, polish, take clear intentional steps. The connection is clear between what we’ve accomplished and logical next steps”

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Achievements

If you would have to choose the 5 biggest achievements during these last 5 years, which were they be?

Major Achievements

• Values Awareness**
• Academic Rigor**
• Extracurricular + study choices*
• Financing
• Strengthening school's reputation

* El que más creció de los 5 mencionados

** Lo más importante para los siguientes 5 años

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Let’s Grade Ourselves in Achieving Our Goals

• 4- Yes
• 3- Yes, but...
• 2- No, but...
• 1- No

Mission

2012-2017

Nuestras Metas a 2016

Para el 2016 seremos una institución educativa bilingüe, altamente funcional bajo los estándares de SACS, que nutre el potencial integral de cada uno de sus estudiantes.

1. Formar estudiantes integrales

2. Tener padres y staff involucrados y comprometidos

3. Fortalecer la educación bilingüe

5. Asegurar los recursos requeridos para la estrategia

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4. Ser Highly Functional en SACS

Cómo nos diferenciamos de los demás? Nuestra Promesa de Valor la cumplimos:

Debemos cumplir con las cuatro para cumplir con la promesa

YES (4)

• Bilingual / Two Diplomas
• Promoting integral Education: Athletics, arts, REACHES and academics are all interwoven into life at COJOWA.

YES..BUT… (3)

• Integral
• Bilingual:Spanish literacy data in reading is lagging, English vocab and grammar could use some improvement
• Solid Human Values: Strengthen human values with all the stakeholders (students, parents and staff). Good program for teaching values but the culture of the community at times lacks some values; kids can take more personal responsibility, cooperate better, share, take turns, empathy and compassion
• Challenging Academic Environment: kids still not showing curiosity and interest in developing their interests academically, we could do more experiential, project-based learning; technology is integrated but we need to challenge kids to use more (staff and students)
• Development of Individual Potential: We need to continue working through predominant talents, curricular differentiation and inclusion. We should seek to motivate kids through goal-setting with teachers. REACHES can support and FAMILIES/home culture can nurture
• Quality Staff: improved but not there yet

NO..BUT… (2)

• Global Perspectives (lack of global awareness, international projects, etc. Are there visible, cohesive ways that we are addressing global concerns/issues? Continues to be a good goal.) No Evidence of literature from other cultures, research and presentations on other nations, religion class expanding beyond Catholicism, American identity of the school incorporates various Northamerican tradition
• Decisive Commitment from Community (not yet internalized. The "why" is not clear for many students. They are still "collecting hours" in the hs)
• Leaders :Leadership is touched upon in various activities but not directly targeted, could be stronger
• Teamwork w Motivated students, Quality Staff, Committed Parents (still can do more to motivate kids)

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Today’s Diagnosis

Internal Challenges: What Worries Us Right Now

• Tech & Internet Needs, Use of Tech , Classroom Mgt due to Tech, Teachers’ PD for technology usage (blended learning)
• Transition in Leadership (Board, Director, ES Principal, CC), Transitional realities
• School climate (staff)
• Teacher/Staff Motivation
• Professional Development
• Distinction between Northamerican and Colombian culture
• The naysayers (cynical teachers, for example)
• Parent involvement
• Student motivation for learning
• Differentiated and individualized learning.
• Inclusion of local (invisibilización e intolerancia a la diferencia) and international students.
• Maintain leaders' interest in strategic plan
• Not enough time for everything
• US Embassy Relations
• New AdvancED Protocols
• Continuity over time (staff, teachers, and leadership remaining in roles), teacher Retention, Teacher turn over (ex pats especially)
• Spanish literacy and academic language need strengthening
• Budget

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What Worries Us Right Now Internally: BOARD

• Growth of the school (infrastructure), crecimiento del número de estudiantes e infraestructura necesaria para soportarlo.
• Student values and inner strength, governance and values
• La Formación de los niños debe fomentar el valor de la responsabilidad y sensibilidad social.
• Identificar cualidades y habilidades de los alumnos ; mejorar continuamente nivel académico
• Student leadership and citizenship, innovative and creative learning methods, academic excellence
• Trabajar en el mejoramiento del clima laboral
• Teacher recruitment
• Sostenibilidad financiera

External Challenges: What Worries Us Right Now

• Colombian education laws
• Changes in law
• Colombian Law regarding Inclusion and students with Special Needs
• TRM & Colombian Economy
• Being able to attract high quality teachers internationally and in Colombia
• Recruitment & Retention of Expatriate Staff due to Costs of Living & Taxes
• Technology (safety issues, complexity of sources of info, other issues)
• Social media - feeds superficial ideas and distracts from profound, critical thinking
• Influence of technology and social media in the upcoming generation Internet and its central role in daily society
• Social pressure
• New generation of parents & students (baja tolerancia a la frustración, necesidad de gratificación inmediata).
• Chats de padres!!!!!
• Competition
• British School PS Building (and related construction in other schools) that would draw Cartageneros to them
• We get too expensive for Cartagena population
• Increasing demand for admissions - more and more students

What Worries Us Right Now -External: BOARD

• Safety, technology , social media and excess of technology and information
• El buen uso de las nuevas tecnologías si perder el enfoque del relacionamiento con los demás.disconnection with our reality (economical, political, social),
• Alcohol, drugs, politics and mental health
• Low capacity to manage frustration or difficulties, low respect to authorities,, need to build upon values and reject corruption
• Fortalecer las capacidades democráticas ; fortalecer el conocimiento de la derechos humanos y profundizar en la solidaridad
• En Cartagena la desigualdad social es muy alta. La formación de los Niños debe reforzar valores de inclusión que los inspire a construir una sociedad más justa.
• El país y en general el mundo es cada vez más competitivo considero que se debe implementar un modelo educativo que potencie las fortalezas individuales.

“Realities”: either change them or learn to succeed in spite of them

• Rotation of leadership
• Cultura Cartagenera
• Expat / local staff benefits
• Never would be enough time

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Having that in Mind, Let’s Design Our Future

Why Change the Current Mission and Vision?

• Not inspiring & difficult to remember
• Lacks inspiration, needs more heart/soul
• “Old School”
• It’s long
• Since its so wide, it's difficult to accomplish everything (should be more specific and attainable).
• It is not concise
• The language could be word-smithed: powerful wording, common sense, to the point
• Forgettable - how do we keep it focused and clear in our mind
• It's not preparing our students for the future.
• It is insufficient right now
• Our environment has changed dramatically
• Education is constantly changing, therefore, we have to change with it (individualized).

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So the question is: What are YOU going to do today to avoid that this time?

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What’s the difference between Mission y Vision?

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Comparison chart

MISSION

Answers the questions:

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• Who are we?
• What do we do and how do we do it?

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"To give everyone the power to create and share ideas and information instantly, without barriers." 

"Our mission is to make the world more open and connected.

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"Spread ideas."

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"Our mission is to provide a free, world‑class education for anyone, anywhere.”

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Vision

Answers the questions:

• How do we see ourselves in the future?
• What are our dreams?
• Has to include how do we want to be recognized, In what will I exceed and outshine from the rest.

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It should be:

• Short and concrete
• Inspiring
• Ambitious
• Focused
• Easy to understand
• Include a powerful action-driven verb

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Co-founder and CEO Reed Hastings expressed a clear vision for the future of Netflix:

• Becoming the best global entertainment distribution service
• Licensing entertainment content around the world
• Creating markets that are accessible to film makers
• Helping content creators around the world to find a global audience

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“To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online.”

This vision statement underscores the organization’s main aim of becoming the best e-commerce company in the world.

The following components or characteristics are emphasized in Amazon’s vision statement:

• Global reach
• Customer prioritization
• Widest selection of products

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• Human Rights Campaign: Equality for everyone
• The Nature Conservancy: To leave a sustainable world for future generations.
• San Diego Zoo: To become a world leader at connecting people to wildlife and conservation.
• Oceana seeks to make our oceans as rich, healthy and abundant as they once were.
• Teach for America: One day, all children in this nation will have the opportunity to attain an excellent education.
• Smithsonian: Shaping the future by preserving our heritage, discovering new knowledge, and sharing our resources with the world
• Clinton Foundation: To implement sustainable programs that improve access worldwide to investment, opportunity, and lifesaving services now and for future generations.
• Creative Commons: Nothing less than realizing the full potential of the Internet — universal access to research and education, full participation in culture — to drive a new era of development, growth, and productivity.

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What do we want to be recognized for?

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I can’t do everything for everyone and do it well, so positioning implies choosing a few dimensions in which I will stand out

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Attributes of my Value Promise, depending on what my beneficiary (customer) needs and wants

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Starting Point: average or the minimum expected

Differentiator: exceeds expectations, makes me incomparable, deliver value

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BASIC ATTRIBUTES

DIFFERENTIATING ATTRIBUTES

SACRIFICES

Resignation: eliminate from my offer

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Strategy should be broken down

What do I want to achieve?

Concrete objectives and evidence

What am I going to do?

How am I going to do it

Who am I? What do I do?

Where do I want to go?

What do we beleive in?

What makes me unique?

Values / Beliefs

Manual de Convivencia

Learning Together

Mission

Vision

• Both say the same
• Do these fulfill the requirements of good statements?
• Is the Vision written as a dream, an aspiration or is it an ongoing process?

Clarifying Ideas

Learning Together

We are a collaborative community of students, parents, and staff  who share a collective responsibility for lifelong learning, embracing a mindset of continuous growth within a culture of trust and mutual respect in parentheses?

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Reflective Citizens

Our global-minded community embraces a core set of values which guides our decisions. We are committed to cultivating self-awareness, emotional intelligence, wellness, and digital citizenship.

Clarifying Ideas Continued

Innovative Thinkers

Students actively engage in challenging learning experiences as they construct relevant knowledge, design imaginative solutions, and effectively communicate ideas using a variety of digital tools and media. Educators create and facilitate authentic, student-centered learning that encourages collaborative problem-solving and inquiry.

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Building a Better Tomorrow

We lead the way as catalysts for change to meet the challenges of the world, sharing a genuine concern for the environment and the welfare of others. We actively seek ways in which we can make a positive impact on our community.

Hierarchy

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Goals

• Goals are long-term aims that you want to accomplish.

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• Less concrete�
• Not measurable, you just “feel” you are closer

Objectives

• Objectives are concrete, shorter term attainments that can be achieved by following a certain number of steps.
• More concrete

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• Measurable
• Clearly outlined with timelines, budgets, and personnel needs

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Duties

1. Feedback of the Board
2. Last draft of the Mission and its definitions
3. Reevaluate the Vision
4. Define Value Promise
5. Break down the Vision into Goals

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Date

• June 1st

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