Transcript The International School of Florence
International School of Florence Meet the Board November 15, 2012
Board constellation
2012/2013 objectives
Strategic Plan – Why/When and How?
New campus – Where are we and what to expect ?
Q&A
Libby Cataldi Comm.
Gov. Committee & SPC
Marco di Lorenzo
– Relocation Task Force & Mark. Comm.
Letizia Dorin Gov . Comm Chair & Exec. Comm. Secretary Giovanni Liberatore – Finance & Develop Treasurer & Exec. Comm.
Susanna Fantappiè B & M Chair & Finance & Develop. Comm.
Buce Fernie -
Marketing Comm. Co-Chair & Finance & Develop. Comm Patrik Jonsson - E xec. Comm. Chair man Governance Comm.
Marco Uzielli – SPC Chair & Mark. Comm.
Alessandra Pavolini -
Co. Chair Marketing Comm.
Douglas Platt –
Relocation Task Force Chair & Finance (ex-officio)
Luca Righi -
Exec. Comm. Vice Chair & Building Focus Task Force
Jacopo Fratini -
Relocation Task Force
Ellyn Toscano –
Academic Focus Task Force, Chair & Gov. Comm Bill Thomson – B & M Comm. & Relocation Task Force
Massimo Messeri
- Finance & Develop. Comm
Non Voting: Larry Hobdell -
HoS
Debra Williams Gualandi
Principal - US
Michael Colaianni -
JS Principal
Marie Jose Manzini
– Finance Comm.
John Pitonzo John Male -
US Faculty Rep.
JS Faculty Rep.
Patrisha Lauria
- Recording Secretary
Academic and extra academic curriculum
New location
Enhance/improve financial structure
Fund raising Endowment JS enrollment
Further “professionalize” the board
Long range plan
Marco Uzielli
ISF Board of Directors Chair, Strategic Planning Committee
Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
A Strategic Plan can be broadly defined as a homogeneous, comprehensive and structured set of guiding principles and operational actions aimed at the ongoing future improvement of the performance and overall quality of a School, and at the optimal allocation of its physical and human assets and of their mutual interactions.
The production of a Strategic Plan is a synergic effort!
• • • • • Main actors: Strategic Planning Committee School Staff and Faculty Board of Directors Students and families Relevant external stakeholders (donors, local industries and corporations, alumni, etc.) • • Objectives of the Strategic Planning Committee for 2012-2013 Drafting of the ISF Strategic Plan for 2013-2016.
Creation and online publication of a web-based database for the communication of the Strategic Plan to the ISF Community, and for its efficient monitoring and modification by the SP team.
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
• • • • • • Composition: Marco Uzielli (Board of Directors, Committee Chair) Libby Cataldi (Board of Directors) Larry Hobdell (ISF Head of School) Debra Williams-Gualandi (ISF US Principal) Michael Colaianni (ISF JS Principal) Elena Rossi (ISF Business Office) • • • • • • • • Main functions: Sets the broad parameters for the Strategic Plan Sets the planning framework, the beginning and ending dates of the process, and the planning methodology Sets the criteria and methodology for the assessment and monitoring of the Strategic Plan Identifies the state of the school and the key issues that the plan should address Decides whether external expertise is required Identifies the members of the school community who should serve on the strategic planning team Coordinates the work of the strategic planning team Informs school constituencies about the ongoing process and coordinates their involvement
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
• • • • Participates in workshops aimed at the definition and finalization of key priorities, school mission and school vision Participates in the drafting and reviewing of implementing actions for some of the Strategic Areas Through its Governance Committee, drafts the “governance” section of the Strategic Plan In the monitoring phase, ensures that the plan is fresh – that it continues to meet the school’s needs through an ongoing environmental scanning process Faculty/Staff, Students & Families, External stakeholders • • Take part in the Internal Assessment process Participate in the drafting of implementing actions for some of the Strategic Areas
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
• • • • • • Meaningful involvement on the SP team of all relevant constituencies o Board of Directors o Staff & Faculty o Students & families o Relevant external stakeholders Constant environmental scanning Meaningful internal assessment Structured, efficient implementation Efficient monitoring Effective synergy with external expertise wherever necessary “An effective strategic plan is dynamic, progressive and flexible: subject to course corrections during its implementation, while remaining consistent with the school’s mission and visions”
(Forbes Group) 9
Strategic Planning Committee
Definition of Strategic Areas Production of internal assessment questionnaires Internal assessment Discussion on internal assessment Identification of key goals and priorities Defintion / revision of school visions and mission Drafting of Implementing Actions Revision of Implementing Actions Drafting and publication of Strategic Plan
Introduction to the 2013-2016 Strategic Plan
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SPC SPC + staff SPC + Board HoS + staff HoS + STGs ISF Community
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
Academic Program (ACP) , with sub-areas (possibly subject to change): • Language B/EAL (EAL/Italian at the JS) • Social Sciences (History, Geography, Business Management & ITGS) • Library • • • IB/PYP Language A/Language Arts Arts (Performance and Visual) • • Natural Sciences Mathematics • • Physical Education (including extracurricular activities for sports and ASIL league) Community Service • • • Ethics and Internationalism Health & Wellbeing (Physical Education and Science) Learning Support Technology (TCH) Campus & facilities (CMP) Finance (FNC) Admissions & Enrollment (ADE) Marketing, Development & Fundraising (MDF) Governance (GVN)
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
ACP (SA1) TCH (SA2) CMP (SA3) FNC (SA4) ADE (SA5) MDF (SA6) CV1 VS1 SPC, Board and Staff examine internal assessment results and iden fy core values and prioritary goals for each SA CV2 CV3 CV4 CV5 SPC and Staff iden fy Visions (central statements) for each Strategic Area CV6 VS2 VS3 VS4 VS5 VS6 MISSION GVN (SA7) CV7 VS7
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan
The Strategic Planning Committee forms one STG for each Strategic Area • • • • STGs can include: Staff & Faculty Students Parents Board members • • • • • • • • • • STGs draft a set of implementing actions for each Strategic Area. The role of STGs is to draft Implementing Actions (IAs), which are consistent with the key priorities and goals, the school’s Mission and vision, for every Strategic Area (with the exception of GVN, which pertains to the Board solely) indicating: description of activity terminal/intermediate goals Action Task Group structure and Coordinator timing and schedule (start/end dates; notable intermediate timepoints) human and material resources to be employed source of financing/funding costs (by year of implementation) dependence from other IAs success evaluation/assessment criteria type, name and deadline for deliverables
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Strategic Planning Committee
Online database, connected to the ISF website
Introduction to the 2013-2016 Strategic Plan
ACP TCH SP Homepage CMP FNC ADE MDF GVN CMP Main page • Description of Strategic Area • Vision for Strategic Area • List of Implementing Actions IA CMP-01 IA CMP-02 …………………….
IA CMP-N
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Strategic Planning Committee Introduction to the 2013-2016 Strategic Plan 15
School [Re]location Report
Meet the Board – November 15, 2012
The School [Re]location Task Force was formed in Spring 2011 to determine a new location for ISF.
Our assumption was that we have outgrown the current spaces.
◦ We want to provide an ideal educational experience, our student body is robust, and we believe we have further potential to expand.
We would also prefer to have both Upper and Lower Schools in a Single Campus.
◦ ◦ ◦ ◦ The members of the Task Force visited and evaluated approximately 40 sites throughout Florence.
Additional sites in outlying comuni were also identified: ◦ Bagno a Ripoli ◦ ◦ Scandicci Fiesole We evaluated these initial 40 sites using a series of criteria that included: ◦ Cost of acquisition or rental Cost of renovation Suitability of spaces Zoning Political factors
Rank
1 2 3 4 5 6
Issue Physical Plant
– A future location should be made up -- internally and externally -- of spaces that create the best possible learning environment for children.
Timing / Authorization
– A new space must allow ISF to meet all legal and technical operating requirements.
Growth
– A future location should give ISF the space to grow its student body to approximately 600 students overall.
Context
– A future location should express ISF's present and planned importance to the life of the City, as well as Florence's rich architectural and historical context.
Single Campus
– A future location should be able to accommodate both Junior and Upper Schools in a single facility.
Expense
– Financing a future location should use only existing cash flow, and should avoid requiring major outside fundraising, or requiring that we increase enrollment to meet expenses.
We have identified several very interesting possibilities and eliminated others.
◦ Most of them we won’t identify yet because the negotiations are sensitive and ongoing.
◦ We are participating in a public process in Bagno a Ripoli with the stated intent of establishing a new school for ISF there.
Most of the interesting possibilities appear to be feasible only with a significant capital campaign.
◦ We need to investigate the feasibility of this.
We have recently realized that our existing facilities may be more flexible than we thought.
◦ Additional developable space at Villa Gattaia.
◦ Possibility of moving some grades to Villa Tavernulle.
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Feasibility
We are determining the functional, political and economic feasibility of each site, including our present locations.
We are determining the feasibility of undertaking a capital campaign.
Decision-making
Depending on the outcome of the feasibility, we may wind up with a single outcome, or a “phased” decision.
The process has taken longer than originally intended.
Our current intention is to decide within 2012.
◦ If we decide to stay where we are, we would expect to do work beginning in the summer of 2013.
◦ If we decide to move, the different solutions carry different move-in dates.
Building a new building is a much lengthier process than renovating an existing one. We will keep the entire community informed and involved via the ISF website and newsletter.
Please refer any questions and comments to: [email protected]