STRATEGIC PLAN 2015 - 2020 International School of Ouagadougou
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STRATEGIC PLAN
2015 – 2020
International School of Ouagadougou
Over the next five years, ISO will continue to provide a
first-rate, comprehensive learning environment for its
students by developing an enhanced educational
framework, strengthening community relationships,
improving internal communication and participation,
and building a robust financial base.
Table of Contents
1. Introduction ....................................................................... 2
2. 2015 – 2020 Strategic Goals …………………………… 5
3. Action Plans for 2015 – 2016 School Year……….. 10
4. Appendix:
A. Strength, Weakness,
Opportunity, Threat Analysis…………….…….13
B. MSA Accreditation Objectives ………….…….. 14
C. School Philosophy ………………………………… 17
Introduction:
History
The International School of Ouagadougou (ISO) is an independent, co-ed day school
which offers an English language education from Pre-Kindergarten to Grade 12 in
Ouagadougou, Burkina Faso.
The school was first established in 1976 and recently become a uniquely organized
learning institution: in 2013, ISO was incorporated under Burkina Faso law as a
non-profit association wholly owned by the school's parents and teachers. Located
in the Zone de Bois neighborhood of Ouagadougou, ISO has a beautiful green, seven-
acre walled campus and a nearby teacher housing compound.
ISO has been accredited by the Middle States Association of Colleges and Schools
since 1984, with the most recent accreditation occurring in April 2014. The school is
affiliated with the Association of International Schools in Africa (AISA), the West
Africa International School Activities League (WAISAL), and the Middle States
Association of Schools and Colleges.
ISO has a student body of vibrant diversity, drawn from 30 countries all over the
world, including North America, Europe, Africa, and beyond. Enrolment has
increased steadily in recent years, from 140 in 2004 to over 240 in 2014, and with
class sizes capped at 22 students, the school stands at the threshold of an exciting
period of carefully planned expansion.
ISO Approach & Vision
ISO’s vision is to establish itself among the first rank of international schools in
Africa by enabling all its students to achieve educational, personal, and social
growth through a nurturing and structured learning environment. ISO’s learning
model holds each student to high expectations while embracing multiple learning
approaches both within and beyond the classroom. The total development of
2each child is encouraged by cultivating respect for self and others, facilitating
participation in arts and athletics, and by providing the tools for life-long learning.
In order to adapt to the diversity of learning needs, the school offers a dedicated
program of learning support in English to Speakers of Other Languages (ESOL), as
the main language of instruction is English. ISO strives to meet the needs of specific
learners, by, for example, offering assistance to students with learning disabilities or
assistance to reinforce reading skills.
As a small school, ISO can take advantage of its cultural diversity, its committed
teachers, and the ability to be flexible when helping students to excel. A strong sense
of community is fostered by easy access to and daily interactions across the diverse
school community-parents, teachers, students, staff and the Board of Trustees.
Ownership and participation in the school, anchored in its legal and organizational
structure, also contributes to a vibrant ISO community, or what is called
the ISO association.
The Curriculum
ISO graduates receive a US Secondary School Diploma. In order to adapt to student
needs, ISO essentially follows the American Education Reaches Out (AERO)
curriculum along with up to eight Advanced Placement (AP) courses for Grades 11
and 12. The AERO curriculum now includes components of Next Generation Science
Standards and Common Core. Due to AERO’s language program which does not
meet the needs of international students, ISO is in the process of creating
a new French language curriculum component.
As part of the 2015-2020 strategic plan, ISO plans to create a comprehensive,
cohesive and cutting edge curriculum that will further enable students to be the
curious, capable, and amazing learners that every child can be. ISO will continue to
include in the curriculum competencies and knowledge which reflect the
international composition of the school community and its African setting,
while offering opportunities for community projects, service learning, and multi-age
learning through structured interactions between older and younger children.
Cultural understanding and community involvement remain important values at
ISO.
Behind every good student is a good teacher. At ISO, supporting teachers is not just
about learning materials, administrative assistance, or professional development,
but it is about getting teachers to be the absolute best they can be, and this will be
especially important with curriculum reform.
Strategic Plan 2015-2020
Led by the Board of Trustees drawn from the ISO Association, the 2020 goal of the
five-year strategic plan is to build on what is most valued about the school; its
strong academic record, a very strong teaching corps, a rich and diverse community,
a friendly "small school" ethos, a welcoming campus, and to establish that ISO has
developed first class facilities providing a dynamic, innovative learning environment
3for its students while remaining rooted in sound, long-term financial planning,
transparent administration, and enduring community networks.
This plan has been put together over a period of seven months during the 2014-
2015 school year. More than 50 parents, teachers, and staff at ISO worked together
on brainstorming, refining, and editing these ideas into a concise set of goals for the
next five years. The participants also created milestones and action plans to
accomplish during the 2015-2016 school year. It will be up to the future years’
parents, teachers, and staff to assess the progress of the previous year and craft
action plans that will continue the school on the path towards achieving these lofty
goals by 2020.
As Agreed to by 2014-2015 ISO Board of Trustees
Richard Hands, President Jason Meeks
Synne Henriques, Vice President Jesse Thomas, U.S. Ambassador’s
Alain Balandi, Treasurer Representative
Kathryn Lane, Secretary Babette Porter, ISO Teachers’
Rackel Azar Representative
Jane Anne Gibbs Sean Goudie, ISO Director
42015 – 2020 Strategic Goals
Strategic Goal One:
Design and Implement an Enhanced Educational
Framework
By 2020, ISO will have a fully implemented revised education framework that
draws on state-of-the-art best international practice to develop well-rounded
students who have mastered core academic skills and who embody the qualities
identified by ISO’s Graduate Profile.
Graduate Profile
(as taken from section 104 of the Board of Trustees Policy Manual, November 2014)
“Graduates of the International School of Ouagadougou shall embrace learning as a life-long
process.
They shall: Be proficient in English and have mastered the academic skills required for further
education and a successful career; be capable of assessing the validity and integrity of information,
identifying sources of bias, and independently obtaining and analyzing relevant data.
They shall: Use logical reasoning in constructing arguments; consider all options and alternative
viewpoints; propose and implement holistic solutions; and use current technologies as learning
and research tools, rather than ends in themselves.
They shall further: Be able to make informed choices by connecting what they have learned at
school with life experiences; they shall be self-confident and have the ability to receive and provide
constructive criticism; and have the ability to adapt to change and different environments.
And they shall: Work well with others by providing positive leadership while encouraging mutual
respect and consensus building; take responsibility for their actions; value and engage in local and
global communities; and contribute positively to efforts to meet local and global challenges.
YEAR 1 MILESTONE YEAR 5 MILESTONE
(JUNE 2016) (JUNE 2020)
OR “HOW DO WE KNOW IF WE ARE SUCCESSFUL?”
• ISO approves and • ISO has designed and implemented a revised comprehensive
begins framework that provides an enhanced educational
implementation of experience for its students ensuring that:
new comprehensive o The framework establishes an integrated curriculum that
framework. encompasses all grade levels and all academic subject
• ISO begins areas.
discussion of o Learning spaces (classrooms, campus space) reflect the
comprehensive ideal setting for learning, within resource limits.
facilities renovation o Ongoing professional development and regular,
plan based on new structured collaboration amongst faculty members forms
framework. an integral part of the framework.
o ISO offers first-rate foreign language programs and
English-learning for Speakers of Other Languages (ESOL)
are a major priority in the school’s curriculum.
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International School of Ouagadougou
Strategic Plan 2015-2020o Individual student needs for a fully inclusive educational
environment are met to the best of the school’s ability.
o Technology, including use of supplemental online
learning, is a key component of the curriculum where
appropriate.
o Social and emotional growth are prioritized.
o Community/service learning and co-curricular activities
are also a top priority.
• ISO uses a variety of assessment tools, including external
testing, to evaluate impact of framework on academic
performance.
• ISO’s curriculum continues to be recognized internationally.
• ISO facilities optimize the learning experience for students
as much as resources allow.
Strategic Goal Two:
Strengthen Community Relationships
By 2020, ISO will have developed networks of enduring mutually beneficial
relationships with host communities, creating a dynamic, two-way learning
environment through strong ties and regular interaction with local schools and
organizations in the fields of arts, community service, language, and sports.
YEAR 1 MILESTONE YEAR 5 MILESTONE
(JUNE 2016) (JUNE 2020)
OR “HOW DO WE KNOW IF WE ARE SUCCESSFUL?”
• ISO has joined a local • ISO is better connected to the local community with
soccer league as a pilot. increased engagement in sports programs, art projects,
• Upper School has language learning, and community involvement and
piloted a template for service learning.
student community • ISO meets all the objectives set forth in MSA
service projects. Accreditation Objective #3: Community Involvement
(See Appendix B)
Strategic Goal Three:
Improve Internal Communication and Participation
By 2020, ISO will have implemented a plan to inform and facilitate parental
involvement in order to improve the sense of ISO community. It will have designed
and formalized a sustainable and accessible system for communication among
association members.
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International School of Ouagadougou
Strategic Plan 2015-2020YEAR 1 MILESTONE YEAR 5 MILESTONE
(JUNE 2016) (JUNE 2020)
OR “HOW DO WE KNOW IF WE ARE SUCCESSFUL?”
• Plan has been put in • Parents and other Association members of all language
place to better facilitate groups are well informed about ISO’s activities, the
parental involvement. school’s operations, and opportunities to participate in
• ISO has finished the school.
information mapping • ISO has a clear and easily understood communications
and researched tools system in place and Association members know where
and systems to improve to go to find information.
the communication
system.
Strategic Goal Four:
Build a Robust Financial Standing
By 2020, ISO will have developed and implemented a strategic finance plan that
enables the school to meet its current, developmental, and contingency costs.
• Current - ISO is able to fund all core operations and priority facilities
upgrades as required.
• Developmental - Funds are available over time to remodel and increase the
capacity of the buildings, grounds and other facilities of the campus to
accommodate up to 400 students in line with the learning space concepts
developed under Goal One.
• Contingency - ISO reserves represent at least one-third of the annual
operating budget, ensuring the school can weather unexpected drops in
enrollment and other unforeseen contingencies.
YEAR 1 MILESTONE YEAR 5 MILESTONE
(JUNE 2016) (JUNE 2020)
OR “HOW DO WE KNOW IF WE ARE SUCCESSFUL?”
• ISO has developed a • Any school fee increases introduced to offset inflation and
five-year financial to fund facilities development or constitute reserves have
plan. been calibrated to ensure that ISO remains within the
• ISO has instituted central third of comparable schools in Africa in terms of
measures to eliminate cost. (See list below)
waste and contain • The school has incorporated fundraising, including
costs in the annual alumni outreach and corporate sponsorship programs, as
budget. an integral part of its long-term financial planning.
• ISO has funded and • The budget reserves represent at least one-third of the
completed priority annual operating budget, ensuring that ISO can weather
facilities upgrades major unexpected expenses or drop in enrollment.
(safety & security) • Provisions for managing bad debt are built into the
• ISO has made the annual budget.
necessary provision • There is an annual cap on the capital expenditures.
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International School of Ouagadougou
Strategic Plan 2015-2020for up to five new
classrooms by fall • ISO’s campus, classrooms and other facilities have been
2016. redeveloped in accordance with a financially and
environmentally sustainable plan to accommodate up to
400 students; all facilities comply with current
international safety norms, are accessible and welcoming
to students, and are conducive to productive and
enjoyable learning, play and performance.
Average
Comparison of Tuitions of African Tuition
International Schools (Pre-K - 12) Enrollment
(Neighboring schools in brown) Includes For
Annual Levy 2014-2015
American International School of Lagos $ 24,966 633
International School of Kenya $ 24,091 843
American International School of Bamako $ 22,618 160
American International School of Johannesburg $ 22,542 1235
International Community School of Addis Ababa $ 22,259 834
American International School of Mozambique $ 21,285 570
Harare International School $ 20,848 446
International School of Tanganyika $ 20,714 1057
Lincoln Community School (Ghana) $ 20,350 764
International School of Dakar $ 19,039 532
International School of Uganda $ 18,475 549
International Community School of Abidjan $ 17,571 377
American School of Yaoundé $ 17,505 45
American International School of Niamey $ 16,961 93
American International School of Lusaka $ 16,571 569
American International School of Conakry $ 16,413 36
ISO $ 14,757 248
Amerian International School of Nouakchott $ 14,135 77
American International School of Lome $ 7,786 96
American School of Douala $ 6,745 210
(2014-15 data as reported by Association of International Schools in Africa, U.S.
Department of State Office of Overseas Schools reporting, and individual schools, using April
2015 exchange rates.)
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International School of Ouagadougou
Strategic Plan 2015-20209 International School of Ouagadougou Strategic Plan 2015-2020
Action Plans for 2015-2016 School Year
GOAL 1: Revise the School’s Educational Framework
Action Deadline
June 2016 Milestone 1: ISO approves and begins implementing new
framework
Administration forms framework research task force Fall 2015
Research AP Capstone, IB, CGC, and other education frameworks including Fall 2015
assessment of status quo and hybrid implementation.
Common Ground Curriculum experts to present framework at ISO May 2015
Pilot CGC, AP Capstone units with supporting documents - implement and assess Fall 2015
Presentation of task force results including cost implications January 2016
Board approves adoption of new framework Spring 2016
June 2016 Milestone 2: ISO approves initial renovation plan based on
curriculum
Research task force proposes initial renovation ideas to integrate classroom and Spring 2016
campus changes into new curriculum as appropriate.
GOAL 2: Build Community Relationships
Action Deadline
June 2016 Milestone 1: ISO has joined a local soccer league as pilot
Research and select age-appropriate local soccer league Spring 2015
Negotiate participation and sign up ISO for next school year June 2015
Plan and prepare logistics for participation (bus, uniforms, etc.) June 2015
June 2016 Milestone 2: Upper School has piloted template for student
community service projects
Research and design age appropriate project templates December 2015
Pilot a project template April 2016
Evaluate and finalize templates June 2016
GOAL 3: Improve Internal Communication and Participation
Action Deadline
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International School of Ouagadougou
Strategic Plan 2015-2020June 2016 Milestone 1: Have plan in place to better inform/facilitate
parental involvement
Identify obstacles to involvement and methods to increase parental November 2015
involvement through meetings with parents
Design and finalize a plan to increase parental involvement May 2016
June 2016 Milestone 2: ISO has finished information mapping and
researched tools and systems to improve the communication system
Conduct mapping exercise to determine all necessary communication channels December 2015
Research tools and systems to improve communication May 2016
GOAL 4: Build a Strong Financial Base
Action Deadline
June 2016 Milestone 1: ISO approves the five-year financial plan
Budget Committee reviews incorporating tuition increases, bad debt October 2015
accounting, and annual capital expenditure limits into Financial Plan
Incorporate additional parameters into Financial Plan including, class limits, 2- November 2015
4% annual growth, criteria for splitting classes, hiring new staff (local vs.
overseas)
Tuition increases, bad debt accounting, capital expenditure limits are January 2016
incorporated into 2016 - 2017 budget
Research fundraising options February 2016
First draft of Financial Plan submitted February 2016
Final Financial Plan approved May 2016
June 2016 Milestone 2: ISO will fund immediate facilities need
improvements
Administration forms research task force Spring 2015
Determine immediate facilities needs seeking broad input and focusing on October 2015
safety and security issues
Identify immediately available funding and additional funds for facilities needs November 2015
and gather estimates for potential projects
Prioritize needs and costs for Director’s approval December 2015
Fund approved projects January 2016
June 2016 Milestone 3: ISO will have a maximum of five additional
classrooms and staff ready by June 2016 for the 2016-2017 academic year
Administration drafts plan for opening additional classroom spaces, based on September 2015
space available and enrollment predictions
Board approves plan for meeting immediate growth needs October 2015
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International School of Ouagadougou
Strategic Plan 2015-2020Evaluate costs and draft into operating and capital budgets and approval January 2016
(facilities and support material)
Hire additional personnel as needed March 2016
Adjust scheduling and classroom assignments April 2016
Timeline finalized for physical work to ready maximum of five additional April 2016
classes
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International School of Ouagadougou
Strategic Plan 2015-2020Appendices
A. SWOT Analysis from December 2014 Workshop
Internal Strengths Internal Weaknesses
• Maintains high educational and teaching • Communicating between all stakeholder groups
standards. (parents, students, teachers, board, administration).
• Strives to develop the whole student (social, Letting people know where to go to get answers.
emotional, academic, arts, physical health). • Curriculum: AERO standards are not cutting edge of
• Fosters a spirit of community among English- progressive education and a systemic approach to
speaking internal stakeholders. teaching and learning in some areas is needed.
• Strives to ensure that each student succeeds. • Facilities and human resource constraints limit
• Teachers use innovative tools and methods (cross- opportunities (including in athletics, art, pool).
disciplinary, flex block). • Classroom sizes inadequate to allow for
• Wide variety of after school activities and individualized instruction in old classrooms.
electives offered. • French language program is not as developed as the
• Significant participation from parent volunteers. rest of the school.
• Spacious, green campus. • Not all faculty are equally trained in the school’s
• Strong commitment to professional development methodology, way of tutoring, etc.
pervades the school. • Upper school building and other facilities cannot be
• Diverse multicultural student and teaching body. fully accessed by those with physical handicaps.
• School supports students’ initiatives. • Lack of class options in some areas of interest.
• School outperforms expectations for an institution
of comparable size in comparable country. [“We
punch above our weight in many aspects”]
External Opportunities External Threats
• Explore scholarship opportunities. • Mineral cost fluctuations can affect student enrollment
• Develop stronger relationships with local schools negatively.
for sport/community activities. • Consolidation of embassies and NGOs in West Africa
• Capitalize under-utilized parent skills. can erode student enrollment.
• Establish good relationship with new government. • The perception or reality of unstable local and regional
• Explore online course opportunities for students political situations makes strategic planning difficult
and staff. and can acutely influence student enrollment.
• Capitalize on local art/music talents and culture. • Uncertain or actual future due to epidemics can erode
• Explore all local talents/business student base and affect teacher recruitment.
• Finding/creating opportunities for community • Euro/Dollar exchange rate could influence recruitment
service as two way exchange. and retention and operating costs.
• Secure internships in private • Other schools could begin to attract families who
sector/NGOs/development/UN/etc. normally would come to ISO.
• Leverage support from ISO alumni.
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International School of Ouagadougou
Strategic Plan 2015-2020B. MSA Accreditation Objectives
The Commissions on Elementary and Secondary Schools, Middle States Association of
Colleges and Schools approved the International School of Ouagadougou’s reaccreditation
for grades pre-kindergarten through 12th grade on April 3, 2014. The accreditation is
valid for seven years, through May 1, 2021. As part of the accreditation process the MSA
and ISO agreed to several objectives the school will focus on over the next seven years.
These issues frequently overlap with the strategic plan goals and will be largely managed
by the school administration in the coming years.
Student Performance Objective #1: READING
By 2020, all students will demonstrate increased achievement in Reading as measured
by:
a) 75% of K-5 students will read within the appropriate reading range or higher as
measured by a Fountas and Pinnell running record.
b) A 10 percent increase in the number of “M”s earned by P-5 students on report cards in
the reading objective categories.
c) A 10 percent increase in the number of “A”s earned by students in grades 6-12 on
report cards in Language Arts
d) A 5% increase in the SAT scores for the Critical Reading section.
e) 85% of students will score within a RIT range that is grade level appropriate or higher
on the Spring Measure of Academic Progress assessment.
f) Each grade level will reach or exceed their appropriate grade level growth projection
on the (Fall to Spring) Measure of Academic Progress assessment as follows:
g) 80% of students taking the AP Literature exams receive a score of 3 or higher
Student Performance Objective #2: SCIENCE
By 2020 all ISO students will demonstrate increased achievement in Science as measured
by:
Measurement:
a) 90% of Grades 11 and 12 students taking the AP Science exams will receive a score of 3
or higher.
b) MAP General Science - Each grade level from 6-10 will reach or exceed their projected
growth goal (mean of growth projection) on the Fall to Spring Measure of
Academic Progress assessment.
c) MAP Concepts and Processes - Each grade level from 6-10 will reach or exceed their
projected growth goal (mean of growth projection) on the Fall to Spring Measure
of Academic Progress assessment.
d) A 10 percent increase in the number of “M”s earned by P-5 students on report cards in
the Science objective categories.
c) A 10 percent increase in the number of “A”s earned by students in grades 6-12 on
report cards in Science
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International School of Ouagadougou
Strategic Plan 2015-2020Student Performance Objective #3: COMMUNITY INVOLVEMENT
CS - Services volunteered by individuals or an organization to benefit the school and local
communities
CI - Activities that increase young people's knowledge of the school and local
communities
By 2020 all ISO students will participate in annual opportunities in Community Service
and Involvement projects to develop cultural understanding and citizenship as evidenced
by:
a) 100% of ISO students will meet or exceed the minimum Community Service
requirements as stated in the School Profile.
i) Pre-K, K, Grade 1 and 2: Each student participates in a minimum of 1 Community
Service project per year.
ii) Grades 3, 4 and 5: Each student will participate in 10 hours of Community Service.
iii) Grades 6-12: Each student completes a minimum of 20 hours per year.
b) a 55% increase in the total number of opportunities to participate in Community
Involvement activities.
c) 80% of parent respondents will rate ISO as “meets” or “exceeds” on the survey
statement: “ISO takes advantage of its situation in West Africa and includes relevant
activities in the curriculum for the educational and character growth of its students.”
d) 85% of teacher respondents will rate ISO as “meets” or “exceeds” on the survey
statement: “ISO takes advantage of its situation in West Africa and includes relevant
activities in the curriculum for the educational and character growth of its students.”
e) 90% of student respondents will rate ISO as “meets” or “exceeds” on the survey
statement: “ISO takes advantage of its situation in West Africa and includes relevant
activities in the curriculum for the educational and character growth of its students.”
Organizational Capacity Objective #4: COMMUNICATION
By 2020, ISO will show improved communication with all stakeholders as measured by:
a) 80% of parents will rate ISO with a “meets” or “exceeds” on the following statement:
"Communications from the school are clear, accurate and up to date. (Standard 10.26)
b) 80% of parents will rate ISO with a “meets” or “exceeds” on the following statement:
The means to communicate to the school are easily understandable and accessible."
c) 85% of staff will rate ISO with a “meets” or “exceeds” on the following statement:
"Communications from the school are clear, accurate and up to date
d) 85% of staff will rate ISO with a “meets” or “exceeds” on the following statement: The
means to communicate to the school are easily understandable and accessible."
e) 90% of students will rate ISO with a “meets” or “exceeds” on the following statement:
"Communications from the school are clear, accurate and up to date.
f) 90% of students will rate ISO with a “meets” or “exceeds” on the following statement:
“The means to communicate to the school are easily understandable and accessible."
g) a 50% increase in the number of “hits” on our “Turtle Talk” school newsletter.
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International School of Ouagadougou
Strategic Plan 2015-2020h) a 300% increase of guest user activity on Moodle (our Learning Management System)
Data is compiled based on a monthly average of guest user logins during each academic
school year.
i) a 50% increase in the number hits on ISO website.
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International School of Ouagadougou
Strategic Plan 2015-2020C. Philosophy of the School
(from the ISO Board of Trustees Policy Manual)
101 Mission
The International School of Ouagadougou strives to cultivate a student’s intellect and
character, in an English-speaking environment, by offering strong academic programs
while promoting cultural understanding and community involvement.
102 Vision
ISO’s vision is to establish itself among the first rank of international schools in Africa by
enabling all its students to identify and achieve educational, personal, and career goals
through an individual learning model embracing multiple learning environments both
within and beyond the classroom, encouraging them to cultivate respect for self and
others, and providing them with the tools for life-long personal and social development.
103 Values
103.1 Learning
We believe in the dignity and worth of each student; all individuals want and need to
learn. As with any human accomplishment, successful learning is a life-long commitment;
it is best achieved through rigor and perseverance in an environment of mutual respect
and honesty.
103.2 Curriculum
We believe that maintaining an English-language environment in the classroom is a vital
component of our school’s character. ISO therefore follows an American curriculum, but
draws also on best practices from around the world, focusing on the acquisition of
knowledge and the development of problem-solving, critical-thinking, and inquiry-based
skills. The result is a broad, research-based, and culturally diverse curriculum delivered
in English, emphasizing literacy, written and oral communication, the creative process of
the arts and music, reasoning in the sciences and mathematics, the pursuit of a physically
active and healthy lifestyle, and the use of current technology to enhance the learning and
discovery process.
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International School of Ouagadougou
Strategic Plan 2015-202018 International School of Ouagadougou Strategic Plan 2015-2020
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