Strategic Plan 2022-2027 | UWC Costa Rica by UWC Costa Rica

2022-2027 Strategic Plan

StrategicPlan

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ThispastMarch,wehonoredourhistory, celebratedwhoweare,andgotexcitedabout ourfutureduringthe15thAnniversaryofUWC CostaRica.Itwasremarkabletorealizehow muchourschoolhasgrownandwhatwehave achievedovertheseyearssincewe transitionedfrombeinganSOSChildren’s VillageHighschool.Withcommitmentand determination,weovercamemanyobstacles. Thisgivesustheinspirationandenergyto moveforwardnowintoournextera. More thanever,theworldneedsmoregenerations ofyoungpeopletobepositivechangemakers, seekers,risk-takers,andglobalcitizens.

Weareveryexcitedtosharethisofficial presentationofournew5-yearStrategicPlan, whichrepresentsthecollege’sevolution comingfromourpreviousStrategicPlan.While thepandemicdelayedourformalplanning process,thesetwoyearshavegivenusgreater clarityofourvisionandpurposeandshowed usthepath forward.

SUSTAINABILITYisourNorthStar. During thesetwoyears,wehavebeenexploringwhat thattangiblymeansinhowwelive,teach,and learnandhowwecontributetobeing proactivecitizensofthisplanet.Our2022-2027 StrategicPlansolidifiesthisoverarchinggoal ineveryaspectofourschoollifeand organization.ThisPlandefinesaclose collaborationwithourenvironment,local communities,and CostaRica.

Ourconcretelong-termSustainabilitygoalsof thisStrategicPlanarerealistic.Twoyearsago, EijkandRose-MarievanOtterloo’sgenerosity

allowedustoacquirelandadjacenttothe BraulioCarrilloNationalParktobegin planninganewsustainablecampusinthis uniqueenvironment.Theirextraordinary generosityandbeliefinUWCCostaRicawill enableustobringmoreyoungpeopleand educatorstothistransformativeexperienceof living,learning,andgrowingwithinnature.In theselasttwoyears,ourstudentsandteachers havebeendeeplyexploringanddiscovering thegiftsandresponsibilitiesofthisexceptional environment.

This2022-2027StrategicPlanalsounderscores ouruniquelocationhavingCostaRicaasthe hostcountry.UWCCostaRicaisveryproudto bepartofacountrythatisarolemodelfor sustainabilityandaleaderintheinternational campaignforclimatechangeaction.Weare committedtosupportingeducationinour regionthroughincreasingLATACstudentsat UWCCostaRicaandasactivecollaborators andpartnerswitheducatorsandstudents throughoutCostaRica,LatinAmerica,andthe Caribbean.Weaspiretobealeadingschoolin sustainability,andforthis,wehavecreateda SustainabilityFramework.Weaspiretoupdate oureducationalmodelconcerningthenew globalrealities.Wearecommittedto promotingwell-beingandcareinour communityandsurroundingareas.Andto developevenmoreinstitutionalmaturity throughefficiencyinallouroperations.

Wehopeyouwillbeactivepartnersinrealizing thisambitiousmission.Likeourstudents,we needpeopleofcourageandconscience,

audaciousoptimism, energy,andadesireto helpusgivemanymore generationsofyoung peopleavitalstartto realizetheirpositivegoals.

Insolidarity, SusanandMauricio.

“Feweducationalinstitutions intheworldarereally committedtocreatinga StrategicPlanalignedtotheir visionandvalues,andfewer havethetalent,congruency, andspirittomakeithappen. Wearereallyhonoredto collaboratewithUWCCosta Rica,anorganizationaheadof itstimeandarolemodelfor highschoolswantingtohave animpactonourmost pressingchallenges.”

GálikaTeam,Mexico.

ThankyoutotheGálikateam, RicardoHerreraandAntonio Galván,forcontributing,ona probonobasis, toUWCCosta Rica'sStrategicPlanning process. Wearegratefulfor yourexpertiseandguidance.

Acknowledgements& Participants

UWCCostaRica’s Community

TotheUWCCostaRicacommunity,which hascontinuallydemonstratedcourage, resilience,creativity,andahugeheartto overcomeeverychallengeovertheyears.

SpecialDonors

Manythankstoallourspecialdonorsfor theirsignificantsupportofUWCCosta Ricathroughourfirst15yearsandin helpinguscrafttheimportantfutureof ourCollege.

Shelby&GaleDavis

Rose-Marie& EijkvanOtterloo

Facilitators

RicardoHerrera,AntonioGalvánLuna, GálikaMéxico.PriscillaBogantes(UWC CostaRicaProjectCoordinator).

Leaders

SusanMullins(BoardChair)andMauricio Viales(HeadofSchool).

4 Acknowledgements&Participants|2022-2027StrategicPlan

BoardMembers

EricMuñoz(BoardVice-President),Kevin FerreiravanLeer(BoardSecretary/UWCCosta RicaAlum),TomDickerson(Board-Finance/ UWCAtlanticCollegeAlum),LaurieFrank (Board-EducationandGovernance),Angel Pérez(Board).

ManagementTeam

AnnetteGrew(AdmissionsDirector),Guillermo Chan(AdministrationandFinanceDirector), JosePabloRojas-Brewer(Development Director/UWCUSAAlum),LoriMarek(Deputy Head), LuisAbarca(Co-curricularDirector), NatalieTaylor(ResidentialLifeDirector), VanessaCéspedes(HHRRDirector). Former directors:AbedeenRemtulla(InterimDeputy Head), NancySolís(FormerCo-curricular Director),LeilaMata(FormerResidentialLife Director).

Students&Alums

AnugyaKoirala(StudentCouncil),Frida Figueroa(LatacFamily),SofíaPacheco´18 (CostaricanAlum).

Educators

AndrésMontero(TheaterandFrenchTeacher), SofíaQuirós(SustainabilityCoordinator), CristinaGomar(Marketingand Communications),AnaSobrado(Residence Coordinator),LorenaSilvestri(Outreach& Innovation).

NationalCommittee

IngridMadrigal(Admissions/CostaRicaNC).

OurEducationalModel

TheUWCCostaRicaEducationalModelis basedontheUWCInternationalEducational Model.Fromnowon,emphasizing sustainabilityasacorecompetencyand intentionallyincorporating theexperiential learningapproachinalleducationalprograms oftheschool.

OurMission

Tocultivateinyoungpeoplethepassionand abilitytoservehumanityandourplanet— learningfromnatureandfromeachotherfora lifetime.

OurPrinciples

LearningfromNatureandfromEachOtherfor aLifetime.

OurValues

Empathy,Reciprocity,andAccountability.

ActionLines

Nature-BasedEducation

Actionsrelatedwithour Educational–pedagogical focus,curriculum,programs, projects,learninginnature, andnewpedagogiesfor thefuture

Strategy &Governance

Sustainability Framework

ForthefirsttimeinUWCCostaRica's history, theCollegehasdevelopeda SustainabilityFrameworkthatservesasa pillarfortheStrategicPlanProcess.Our focusonsustainabilityrespondstothe momentofgrowthinwhichtheschool findsitselftowardstheconstructionofa newcampus,whichwillprovide exceptionaleducationalopportunitiesfor youngpeoplefromallovertheworldto live,reflect,understand,andputinto practicesustainabilityatanindividualand collectiveleveltowardstheparadigmshift neededforasustainablefuture. Wehope tosuccessfullycarrythisthroughthe wholecommunity’sengagementandthe effortsdrivenbytheStrategicPlan leaders.

Actionsregardingstrategic vision,organizationalstructures andteamsneededtoimplement andgivecontinuity

Alliances& Community Engagement

Actionsreferringto partnershipsandworking withcommunitiesin relationshipsofreciprocity

Architecture, Infrastructure& Landscape

Actionsrelevanttophysical space,anddesignofour structures,buildingsandspacesfor learningandliving

WeareHowWeConsume Actionsrelatedtobuildingawarenessandimprovingour habitsofconsumptionandwaste

StrategicPlan Development Timeline

Nov2020-Jun2021

Researchandselectionofthe consultantswhowillworkon theStrategicPlan.

July-Dec2021

Planning,methodology design,andpreparations.

December2021

Betweenstudents,alumni, educators,boardmembers, andfriendsmakeaplanto accomplishtheprojects

Jan-Feb2022

FirstversionoftheStrategic Planisdelivered.Approvalof the5strategiclinesbythe BoardMembers.

Feb-April2022

Focusonthemilestones developmenttosetaclear roadmap,andtheadjustment ofobjectives,actions,and datesfortheimplementation.

March2022

TheStrategicPlangoespublic! Thecommunicationinternally andexternallyofficially begins.

August2022

Weareready! Theimplementationwill officiallystart.

TheProcess

Thestrategicplanningprocesswas initiatedbyacommitteecomprisedof boardmembers,managementteamand staffmembers,andGálikaconsultants, AntonioGalvánandRicardoHerrera,who directedtheroutetoaccomplishthe20222027StrategicPlan.Thecommittee definedthecriteriatoguidetheprocess, suchascontinuityandevolutionfromthe previousstrategicplan,community ownershipandengagement,audacityand relevance,accountability,clarity,and simplicity.

Theprocessstartedwithanintense introspectiveexercisewheremany communitymembersgathered informationaboutthecurrentstateofthe schoolinaspectssuchasmission fulfillment,uniqueness,growthand success,regionalimpact,alumni engagement,marketposition, governance,educationalmodel,human resources,amongothers.Thisinformation wasanalyzedandusedasinputfor informeddiscussionsthatresultedinthe presentdocument.

AfterthecreationofthefiveStrategicLines, themanagementteam,alongwithStrategic PlanleadersandBoardMembers,workedon definingobjectivesthatwillguideusfor5 yearsandinitiativestobedefinedand implementedonanannualbasis.Theplanwill beimplementedthroughthree-monthsprints thatwillendwithamonitoringandevaluation sessionwhereeveryStrategicLineChampion willbeaccountablefortheresults accomplishedandsubsequentlywillbein chargeofdefiningthenextquarter'saction plan.

Themonitoringandevaluationprocessofthe planwillbeheldinternallyandreported annuallytoUWCCostaRica’scommunity throughvariouscommunicationchannels.As isthecaseforsuccessfulstrategicprocesses, thisdocumentisnotcarvedinstone.The implementationofthestrategywillcontinue tobealivingprocess,adjustingtointernaland externalcircumstancestorespondto challengeswhilemaximizingopportunities.

Weareveryproudtosharewithallour communitytheplanthatwillkeepleadingus tobecomethebestversionof UWCCostaRica.

TheStrategicPlanningsessionsincluded thevoiceofcommunitymembers, includingstudents,educators,board members,andalumni,allowingeveryone toexpresstheirviewsandperspectiveson thefuture,makingthisacollaborativeand democraticexercisefordefiningthekey focusareasorStrategicLinesoftheschool forthenextfiveyears.Alongwiththe StrategicPlan,wegatheredinformation fromthecommunityintheMarket ResearchandSustainabilityFramework, whichnourishedtheStrategicPlan.

ThePlan

Inalignmentwiththemostpressingglobal challengesandthecommitmentto sustainabledevelopment,peace,and education,withspecialemphasisonLatin AmericaandtheCaribbean,UWCCostaRica's 2022-2027StrategicPlanplacessustainability, reciprocity,anditsprinciplesasthecore.

Sustainabilitydefinedinitsbroadestmost holisticsenseasamindsetandethical guidelineforbalanceandwellbeing.

Sustainabilityof theplanet,itsecosystems, andourliveswithinit.Thisviewunderstands environmental,social,andeconomic sustainabilityasconcentriccircles,where natureencompasseseverythingandallhuman actionsarebutoneelementwithinamuch larger,sharedcommunityoflife.Sustainability ishowwecarefor,adaptto,andlearnfromthe limitsandgiftsofnature.

Movingfurther,weembracetheconceptof reciprocity,asemphasizedbyJeffNorris (BiologyTeacheratUWCCostaRica):

“Theconceptofreciprocityisdeeplyrootedin indigenouswaysofknowing,basedon experience,observation,experimentation,but alsoinvokesasomewhatspiritualcomponent orkinship.Humansarepartofnature.”

Reciprocityisthereforeanessential componentinunderstandingourselvesaspart ofaninterconnectedanddiversewhole,where eachactionhasaneffectonsomethingelse.

UWCCostaRica, SustainabilityFramework, ExecutiveSummary.

EveryStrategicLine,objective,and initiativedefinedinthisStrategicPlan contributestobiggeractionlines containedintheSustainability Framework,suchasNature-based Education,StrategyandGovernance,We areHowweConsume,Architecture, InfrastructureandLandscape, PartnershipsandCommunity Engagement.

ThecommitmenttheCollegeassumes todaychallengesandencouragesour communityatalllevels.Oursuccess dependsoncollectiveandindividual actionscontributingtothecommongood. Inthecomingyears,ourexpandedvision fortheCollegewillincludemore teenagerswhofaceincreasinglydifficult realitiesintheworld,especiallyinthe globalsouth.Wewillexpandour partnershipswithmorepeopleandallied organizationswhoshareourvaluesand missiontotransformlivesthrough education.

ThesearethefoundationsonwhichUWC CostaRicawillcontinuetotangiblybuild ourvisionandmissiontoprovidea transformative“wholelife”educational experienceforyoungpeoplefromthe regionandaroundtheglobeandtobethe changemakersneededtomake sustainability,peace,andcourageous leadership.

2022-2027StrategicPlan

YearOne Initiatives

Y1StrategicLine, Objectives&Initiatives

O:Objective|I:Initiative

1|Transitionto aCultureof Sustainability

Champion:Sustainability Coordinator

Notonlydowewanttoattract thenextgenerationof committedstudentsand educatorstobepartofthe much-neededglobal sustainablesolutions,wealso wanttobeanexampleof sustainabilityinallaspects; fromoperationsand relationshipwiththe surroundingareaofthe campusandhostingcountry, tothefinancialmodeland balancedlifestyleofour community.Placingattention onthetransitionperiodtoget there,wewillXthebestway forwardtoachieveacultureof sustainability.

2|Growingour Educational Model

Champion:DeputyHead

UWCCostaRicawillofferan innovativeandholistic educationalexperiencebased ontheprincipleof sustainabilitythroughan intentionalengagementwith thecommunityinacaringand nurturingenvironment.

O1|Implementandembedthe SustainabilityFrameworkintothe operationsandinfrastructureofUWC CostaRicatocontributetoacultureof sustainability.

I1|Implementthechangemanagement modelregardingtheCultureof Sustainabilityinordertodefineclear outcomesfortheSustainability FrameworkImplementationProcess.

I2|Pilotandimplementsustainability actionsthroughexisting,relevant structuresandareas(Residential, Admissions,DevelopmentandGeneral Services(Kitchen)forthefirstsemester).

03|MakeUWCCostaRica’ssustainability culturevisible,transparentandclearly communicatedamongallareasofthe college.

O2|Ensurearesponsibleandintegrated strategytotransitionthecampusfrom SantaAnatoSanIsidro.

I3|Carryoutasocialimmersionprogram

O4|UWCCostaRica'seducationalmodel willbealignedwiththecollege's sustainabilityframeworkand experientialeducationapproachandthe Latin-AmericanandtheCaribbean context,throughaco-creationprocess.

I8|Ensuretheco-creationofan increasinglyexperientialmodelof collaborativelearning(bothinsidethe schoolandintheirlargercommunities) thatemphasizesreflection.

19|Completeyear1requirementsforthe CISReaccreditationandIBSelfEvaluation Process.

thatincludesculturalmappingand appropriatemethodologiesforresponsible transitionintoSanIsidroaswellasaclearexit strategyfromSantaAnatoensurepositiveand reciprocalrelationshipswithneighboring communities.

I4|Ensuretheappropriatedevelopmentofthe newcampusprojectregardingdesign,useof materialsandspace,duediligence,clean energiesandtechnologies,alignedwiththe educationalmodel.

I5|DesignandimplementaSanIsidro transitionprogramforeducatorsandtheir families.

O3|MakeUWCCostaRica’ssustainability culturevisible,transparentandclearly communicatedamongallareasofthe college.

I6|Promoteprojectsthatvisibilize sustainability-relatedactionswithinthe College,especiallystudent-ledprojectsrelated totraceability,responsibleconsumptionand wasteandtransparentprocessesand managementofresources.

O5|DevelopandimplementaHuman Resourcesstrategytoenablework-life balance.

I10|Developtheschool'scompensationand benefitspolicyanddefinetheimplementation strategyforthefollowingfouryears.

I11|Developandimplementanorganizational climatesurveyandactionplantocontributeto thebestworkingenvironmentandwork cultureintheCollege.

O6|Developandimplementaholistic strategytoensureeducators'physical andemotionalwell-being.

NoinitiativesforYearOne.

3|LifeBalance

Champion:HHRRDirector

Tofulfillourmission,weneedto provideourstudentsand educatorswithalifestylethat promoteswell-being.This includes,butisnotlimitedto, emotionalsupport,competitive compensation,work/personal integration,downandrecharge time,effectiveHHRRstrategies, anddevelopmentopportunities.

O7|Provideasustainableandrobust financialmodelthatensuresthefundingofa newcampusandarobustscholarship program.

I12|Securethefundingforthenew campus.

I13|Defineamarketing,communications, publicrelations,branding,recruitment, salesstrategyandstructure.

I14|OutreachBusinessModelisdefined andimplemented.Startpromotionand pre-sales.

4|Alignmentof theFinancial Model

Champion:Financeand AdminDirector

UWCCostaRicaneedsto developasolidfinancialmodel thatguaranteestherequired resourcestosupportimpactand scaleaswellasthenew infrastructure(campus).We needtofindawayto counterbalancethedependency onthecurrentadmissions modelwithadditionalincome sourceslikeasolidoutreach program,substantial fundraising,andeffective attractionstrategies.

O8|Developandimplementadecisionmakingmodelinallthegovernance structures,informedbytheSustainability Framework.

I15|Analyzethecurrentdecision-making processesinallthegovernancestructures (BoT,MT,Staff)tohaveabaselinediagnostic compared/informedtogovernancemodels proposedinthesustainabilityframeworkand definearecommendationplan.

O9|Establishandcommunicateafoundation forbusinessexecutionthatoutlinesthe operatingmodel,enterprisearchitecture, andengagementmodel,toincrease efficiencyandsystemsintegration,in alignmentwiththeSustainability Framework.

I16|Definethevisionofthearchitecture, theoperatingmodelandthereference businessarchitectureofUWCCostaRica.

I17|Defineaclearsetofindicatorsforthe Monitoring&Evaluationprocessofthe SustainabilityFramework Implementation.

5|Integrated andEfficient Systems

Champion:ITCoordinator

AtUWCCostaRicawehave structuredsystemsandefficient policiesanddecision-making protocolsthatallowustohave solidplanningandexecutionin alloperations.Weoperate proactivelyratherthan reactivelywithahighdegreeof autonomyandaccountability.

2022-2027StrategicPlan

YearTwo Initiatives

Y2StrategicLine, Objectives&Initiatives

O:Objective|I:Initiative

1|Cultivatinga holistic, experiential,and sustainabilitybased educational model

Co-Champions:Sustainability Coordinator&DeputyHead

UWCCostaRicawillofferan innovativeeducationalmodel alignedwithourmission, values,andprinciples.This impliesaholistic,experiential, andsustainability-based educationalmodelconnected totheLatinAmericanand Caribbeancontext.

2|Managinga Responsible Transitiontothe NewCampus

Champion:Transition Manager

Asweanticipatethe inaugurationofournewcampus andprepareforthetransitionto ournewrealityinSanIsidro,our commitmentliesincreatinga student-centeredenvironment alignedwithournewmission. Weprioritizeinformedand collaborativedecisionsthat achieveabalancebetweena cultureofsustainabilityand fiscalresponsibility,ensuringa conscientiousapproachto resourceutilization.

O1|Createaneducationalmodelaligned withourmission,values,andprinciples.

I1|Ensuretheco-creationofaholistic, experiential,andsustainability-based EducationalModelalignedtoournew mission.

I2|CompletetheCISandIBself-studies, meetsubmissiondeadlines,andhostthe synchronousvisit.

03|Integratewellnessandsafety componentsintotheshared understandingandalignmentofthe EducationalModel,emphasizingholistic development,proactiverisk management,andasupportive environment.Ensurecompliancewith childsafeguardingstandardsand establishprotocolsforaddressingstudent well-beingandsafetyconcerns.

O2|Ensureanewcampuswitha responsibleandintegratedtransition fromSantaAnatoSanIsidro.

I5|Implementrelevantcollaborations withcommunitymembersasdefinedby socialimmersionprogramwithSanIsidro community.

I6|Ensuretheappropriatedevelopment ofthenewcampusprojectregarding design,useofmaterialsandspace,due diligence,cleanenergiesand technologies,alignedwiththe educationalmodel.

I7|Defineandimplementatransition strategythatensuresaninformed, empatheticandsmoothtransition process.

YearTwo

O4|PromoteprojectsthatmakesustainabilityrelatedactionsmorevisiblewithintheCollege, especiallystudent-ledprojectsrelatedto traceability,responsibleconsumptionand waste,andtransparentprocessesand managementofresources.

I8|DesignandimplementaSanIsidro transitionprogramforstaffandtheirfamilies.

O3|DevelopandimplementaHuman Resourcesstrategytoenablework-life balance.

I9|Definethecompensationstrategyforthe followingfouryears.

I10|Implementanorganizationalclimate surveyandactionplantocontributetothe bestworkingenvironmentandworkculturein theCollege.

O4|Provideasustainableandrobust financialmodelthatensuresthefundingofa newcampusandarobustscholarship program.

I11|Systematizeauniqueperformance evaluationprocessandgeneratespaces forfeedbackandprofessional development.