Strategic Action Plan

Link to 2018-2021 LBIS Strategic Action Plan

2018 – 2021 Strategic Action Plan

After a careful review of the 2014 – 2018 Strategic Action Plan (SAP), we should be proud of the achievements we have accomplished as a school over the past four years. The well-rounded and holistic education we offer continues to flourish and we have enjoyed some of our best IGCSE and IBDP results over the last few years. We have added considerably to the facilities that our community has access to including a new performing arts block, a new art studio and a new alighting bay (completed in 2018). In 2017 we were authorised to offer the IB Careers Programme (CP), as well as Pearson’s BTEC programme, allowing us to offering different pathways for our students. With all these additions and developments, there is still room to improve and we continue to move.

We have changed the format of the 2018 – 2021 to adhere to the Council of International Schools’ (CIS) new Accreditation Framework. For the new SAP, we have identified key areas that the school is looking to develop as we seek to continue to be a top international school and one that looks “to inspire innovative and holistic leaders for a changing world”.

Review of 2014 – 2018 Strategic Action Plan

Towards the end of 2014, Le Bocage started the review process of the 2010 – 2014 Strategic Action Plan. It was strongly believed that the plan should not just gather dust, but that it should indeed provide a strategic plan for improving the school. Over the four years the plan was reviewed regularly and has been reported on in detail to the Board of Directors and to other forums. This has also included a section in the PROGOS Annual Report. The school has consistently referred to the plan when making operational and educational decisions and has been open to amending the plan to address other issues and needs which have arisen since 2009. Any items which have not been fully addressed have been included in the 2014-2018 SAP.

The plan included a number of areas of school life with critical success factors associated with these areas. I am pleased to say that it was felt that all of these critical success factors were met or exceeded.   

The review of the 2010-2014 Plan gave birth to the 2014-2018 Strategic Action Plan. As with its predecessor, this Action Plan is not static, but rather a working and evolving document that helps guide the school to build on strengths, address concerns and set targets.

The plan has been based on the following areas:

  • recommendations identified in the CIS Self-Study
  • proposals identified in the IBMYP Action Plan
  • recommendations from the CIS Team Visit
  • areas still in need of attention that are carried over from the 2010 - 2014 Strategic Action Plan

Review of 2010 - 2014 Strategic Action Plan

In May 2009 the school held a Community Retreat at the Hilton Hotel in Flic-en-Flac. The retreat consisted of Board members, PTA members and members of the LBIS teaching faculty and staff. The main aim of the retreat was to review aspects of the existing Strategic Action Plan for School Improvement 2004-2010, and to provide some indicators as to what should be included in the next Strategic Action Plan for School Improvement 2010-2014. Out of this retreat and subsequent discussions with members of the school community our existing Strategic Action Plan for School Improvement 2004-2010 evolved.

It was strongly believed that the plan should not just gather dust, but that it should indeed provide a strategic plan for improving the school. Over the last four years the plan has been reviewed regularly and has been reported on in detail to the Board of Directors and to other forums. This has also included a section in the PROGOS Annual Report. The school has not slavishly followed all aspects of the plan and it has also been open to include new developments that were not necessarily anticipated back in 2009. However it has proved to be an extremely useful document. The plan included a number of areas of school life with critical success factors associated with these areas. I am pleased to say that it was felt that all of these critical success factors were met or exceeded.