Institutional Strategy

Institutional Strategy

In 2011, the Foundation adopted a five-year strategic plan (2011-2016) with four goals:

  1. Optimize the implementation of pillars and values of the TdB education
    The Foundation is dedicated to optimizing the implementation of the pillars of its approach (critical thinking, English-Spanish bilingualism, high academic standards, and experiential learning) and school values (respect, responsibility, tolerance and solidarity). To do so, we will make sure that teachers, students and parents have a shared understanding of these key components of our model, and will ensure ongoing evaluation to ensure that we are, in fact, making progress in each area.
  2. Shift from English as a subject to an English immersion program
    The Tomás de Berlanga’s English program represents one of the key comparative advantages of the school. We are committed to transitioning from a situation in which English was taught as a subject (approximately 30% of the school day dedicated to English in 2011) to a program in which complete subjects are taught in English. The UETDB will ensure that students entering higher grades without strong English skills receive the necessary support.
  3. Strengthen administrative and governance structures of the school
    The Tomás de Berlanga School has grown rapidly in recent years and requires greater attention to key functions such as finances, procurement, human resources and grants management. The Foundation is committed to ensuring the administrative framework (staff, systems, procedures) needed to support a high-quality school and to ensure that the director and teachers can remain focused on the needs and interests of the students.
  4. Implement a financial model that will ensure the sustainability of the school over time
    Additional, sustainable sources of income are needed to ensure that the Tomás de Berlanga School achieves the level of quality and impact to which it aspires. The Scalesia Foundation seeks to increase the annual operating budget from just over $500,000 in 2011 to approximately $1 million by 2015. We believe that a sustainable funding scenario for the school is one in which the school generates approximately 70% of its income from parent-paid tuition and 30% from a combination of donations and earned income from services, exchange programs and other activities. Uncertainty will be lessened when donor income comes from a diverse base of contributors.