The Balanced Scorecard is a management model that allows us to fulfill the Mission and Vision of our institution through the achievement of the Strategic Objectives, which will be attained through the execution of the 7 Strategic Projects defined by the school.
During last school year, we developed the Balanced Scorecard tool. The Balanced Scorecard is a management model that allows us to fulfill the Mission and Vision of our institution through the achievement of the Strategic Objectives, which will be attained through the execution of the 7 Strategic Projects defined by the school. To develop these projects, 7 Leaders were appointed and attended a seminar about project development, which helped us to standardize the methodology and structure and to be trained on the elements required for their successful implementation.
This year we have made a lot of progress with the implementation of the BSC. First, we defined the people responsible for of each of the key performance indicators, all of whom have the important task of initiating the collection of information and measurement of each of them. Precisely, the follow-up and measurement of the degree of accomplishment of the Strategic Objectives is done by the Key Performance Indicators or (KPI´s), which act as if they were traffic lights to indicate whether the progress is appropriate, and within the allotted amount of time.
Additionally, there have been several market research studies which will enable us to receive information from all of our stakeholders in a timely fashion: about satisfaction with our services, our public image and a profile of interest of the parents and students. This information will be an important input for each of the strategic projects that the school is developing. Among the most important research studies that we have undertaken are the following:
BSC is a management model which allows for an institution’s mission and vision to become a reality. This is done by achieving certain Strategic Objectives, which are supported by various Initiatives and Projects.
The strategy in an organization describes the way in which that organization will create value for all of its stakeholders.
BSC is a tool, which requires several elements to support its development, execution and follow-up. By using this tool, we define what the institution DOES and what the institution should NOT DO.
The Strategic Map is a graphic element which allows us to more easily understand what the institutions main objectives are in various areas: Resource Administration, Learning and Growth, Internal Processes and Stakeholders.
Within the strategic map, one can find the OBJECTIVES, which are interconnected, and have as the end result, the fulfillment of the institution’s mission and vision.
The BSC works through the implementation of Initiatives or Strategic Projects, designed so that, together, the institution’s Strategic Objectives are met.
According to the creators of this tool (BSC), Drs. Kaplan and Norton from Harvard University, “you can only manage what you can measure”.
This is why the follow-up and measurement provided by the various Indicators are so important. They act as traffic lights, letting us know if the progress we are making is appropriate, and if we are making enough progress within a specific period of time.
“To educate with excellence, in an environment of liberty, responsibility, and democracy, well-rounded human beings with integrity, committed to their well-being, that of society, and the environment”.
“To be recognized as the leading bilingual school for excellence, in the forefront of academic and humanistic programs, educating in a safe and harmonious environment, well-rounded human beings with integrity capable of making positive change”.
Respect: To demonstrate consideration towards ourselves, others, and everything that surrounds us, accepting and appreciating differences.
Solidarity: A sincere commitment, free of ulterior motives, to take individual or group action that will benefit others.
Honesty: Transparency in our actions and relationships with others.
Responsability: To fulfill with excellence our obligations and assume the consequences of our actions.
Inner Strength: To face life with optimism and courage.
Next are the Strategic Projects and the Leaders, who are developing these initiatives that will enable the implementation of the strategic objectives of the school.
To consolidate the school as an IB school, by obtaining PYP authorization.
To implement the IB in the Primary years program, which consists of adapting the curriculum and fulfilling all the other requirements to obtain authorization.
Teresa Barrera, Estela Proaño (L), Leanne Kirk, Liebe Cornejo, Verónica Córdova, Karla Jaramillo, Michelle Monceau
To create a specialized committee, as well as its procedures, to compile, process and analyze information about student and teacher performance, in order to get to know the students’ aptitudes, reduce their weaknesses and develop strengths in academic, social and personal areas.
Susan Williams, Leah Yépez (L), David Weaver, Michelle Monceau, Estela Proaño, Cristina Pachano, Todd Johnson
To maximize the use of academic technology in Colegio Americano de Quito, through an efficient use of existing technological resources, and provide professional training for teachers.
To get to know the global tendencies regarding the use of technology in the classrooms, in order to be able to incorporate it into the educational process and maximize the students’ abilities.
Gabriela Bustamante, Susan Lisken (L), Karina Soria, Javier Sosa, Alexandra Arcos, Lisa Román
To implement an effective system that defines a formal process of continued internal & external communications.
Re-enforce the school’s marketing program in order to strengthen its image among the school’s community and external stakeholders.
Susan Williams, Gabriela Larenas(L), Gonzalo Luna, Gabriela Bustamante, Susan Montalvo, Teresa Barrera
To promote a more active and conscious participation of the students in integrated and sequential community service activities.
To maximize the school’s campaigns to care for the enviroment, such as saving resources (water, electricity, paper).
Susan Montalvo, Alexandra Arcos(L), Fernando Jaramillo, Leibe Cornejo, Malena Cobo, Ana Cecilia Ramos
Incorporate best practices, formalize, document and communicate transportation processes and physical security, which have been defined as critical.
Gonzalo Luna, Tanya Granja(L), Darío Mendieta, Rubén Chávez, Martha Lucía Almeida, Susan Williams
To significantly expand the HR Department in FCAQ, analyzing and improving all of the subsystems, which are: selection of personnel, continuous professional development of teachers, implementation of benefits, performance evaluation, among others.
Gabriela Bustamante(L), Cristina Pachano, Gonzalo Luna, María Belén Navarrete, David Weaver, Liebe Cornejo