Strategic Plan

ARTS CENTER TODAY

ARTS CENTER

COLEGIO LOS NOGALES

Table of Content

3

Who we are?

8

Our Portfolio

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Our Vision

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Financials

Our MISSION

The Arts Center of Colegio Los Nogales is committed to the development of creative and autonomous students with aesthetic criteria to be leaders in the 21st century in a country that needs individuals with artistic and aesthetic awareness.

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Our VALUES

Since The Arts Center is an integral part of Colegio Los Nogales, we are committed to the development of h o n e s t y, r e s p e c t , responsibility and solidarity in all of our students and through all of our activities.

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Our VALUES

We believe in the importance of living and working in a diverse and multicultural world. An individual can always seek excellence while sharing and working honestly with people with different beliefs, backgrounds and cultures.

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An OVERVIEW

The Arts Center of Colegio Los Nogales, is formed by the Visual Arts Department and the Performing Arts Department.

Who we are?

Each department has its own curriculum and manage different programs; however, some of these projects are developed for both departments as a team.

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An OVERVIEW

BOARD OF DIRECTORS

PRINCIPAL OF SCHOOL

VICE PRINCIPAL

VISUAL ARTS DEPARTMENT HEAD

FULL TIME TEACHERS

ACADEMIC COUNCIL

PERFORMING ARTS DEPARTMENT HEAD

EXTERNAL TEACHERS

FULL TIME TEACHERS

EXTERNAL TEACHERS

DEPARTMENT ASSISTANT

Organizational Chart ARTS CENTER COLEGIO LOS NOGALES

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Our PORTFOLIO

CURRICULUM

HEARING

MUSIC THEORY

RHYTHM MELODY

MUSIC VOCAL AND INSTRUMENTAL PRACTICE

INTERPRETATION PERFORMANCE

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Our PORTFOLIO

CURRICULUM

MUSIC THEORY

1. Musical concepts Understanding, reading and interpretaPon of sheet music.

2. Analysis and criPcal appreciaPon of music in different contexts and periods.

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Our PORTFOLIO

CURRICULUM

VOCAL AND INSTRUMENTAL PRACTICE

1. Performance of at least one musical instrument(including vocal training) during the student's school life.

2. FormaPon of different instruments assemblies.

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Our PORTFOLIO

CURRICULUM

AESTHETIC PRINCIPLES CREATION

CREATIVITY AUTONOMY

VISUAL ARTS APPRECIATION

IMAGE READING ART HISTORY

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Our PORTFOLIO

CURRICULUM

CREATION

•

Facilitating the development of creative personalities.

•

Encourage confidence in self expression and build self-esteem as a result of understanding and practice.

•

Provide opportunities to generate constructive, divergent thinking.

•

Promote continuous experimentation with materials and techniques both analog and digital, for each level, to be expressive tools of each student.

•

To promote student interaction with new media creation.

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Our PORTFOLIO

CURRICULUM

APRECIATION • Promote awareness of Colombian Art and its relationship to a universal context.

• Introduce some of the most important aspects, times and great creators of Arts History.

• Help building criteria of aesthetic appreciation and image reading from the study of fundamentals.

• To promote student interaction with new media.

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Our PORTFOLIO

PROGRAMS

Since our main purpose is teaching the arts, and we are aware that it doesn’t happen only within the classroom, we have designed and developed several programs that help our students to explore different art manifestations while performing authentic arts processes.

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Our PORTFOLIO

TALENTOS

HIGH SCHOOL PLAY

PROGRAMS

PRESCHOOL PLAY

MUSICAL

PERFORMING ARTS DEPARTMENT

CHISPA MUSICAL UNCOLI FESTIVALS

MAGAZIN MUSICAL

MUSIC CONCENTRATION PROGRAM

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Our PORTFOLIO

PROGRAMS

This chart shows the number of students taking part as performers in the performing arts programs during this year.

The total amount of participations in programs organized by the performing arts department during last year was 379.

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Our PORTFOLIO

FUTURE TALENTS

SALON COLOMBIA

PROGRAMS

ART DAY PRESCHOOL

ART DAY ELEMENTARY

VISUAL ARTS DEPARTMENT

ART FAIR UNCOLI FESTIVALS

COMIC WEEK

ART CONCENTRATION PROGRAM

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Our PORTFOLIO

PROGRAMS

This chart shows the number of students taking part as artists in the visual arts programs during this year.

The total amount of participations in programs organized by the performing arts department during last year was 1,029.

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Our PORTFOLIO

SUMMER CAMPS

VIRTUAL MUSEUM

PROGRAMS

EXTRACURRICULAR CLASSES

PROJECTS IN COMMON

WORKSHOPS FOR ALUMNI

VISITING ARTISTS

CULTURAL WEEK

WORKSHOPS FOR TEACHERS

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Our PORTFOLIO

PROGRAMS

This chart shows the number of students impacted by the programs developed by the Arts Center as a whole.

The total amount of participations in programs organized by the performing arts department during last year was 1,205.

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Our PORTFOLIO

PROGRAMS

Our COMPETITORS

We are sure that all of the programs we offer will allow our students to complement their classroom processes.

Then, it is important for us to encourage any student interested in taking part of one or more projects; and at the same time we would like to have students from other schools attending some of these programs. With this scenario, we have to take into consideration possible competitors for the projects we have, in order, not only to retain our students, but also to set future goals of improvement.

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Our PORTFOLIO

PROGRAMS

Our COMPETITORS

Most of our competitors are private academies, because nowadays there are not similar programs offered, in the area, by any school or arts center. These are our main and closer competitors: Trazos Academie Arts Ludere Misi Opra Escuelas de Arte Fabula Academie Guerero Arts Academie Talentos School ARTS CENTER COLEGIO LOS NOGALES

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Our PORTFOLIO

PROGRAMS

Our COMPETITORS

We think in other institutions not only as competitors, but also as partners. In this line, we have had several students from other schools attending our summer camps and we have hosted two visual arts teacher encounter for teachers from private and public schools from all around the city.

As member of UNCOLI (Union of International Schools) all of the years we participate and host concerts, dance presentations and visual arts exhibitions of students artworks from all of the 25 schools members of the association.

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Our VISION

THE ARTS CENTER FROM TOMORROW

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Our VISION

THE ARTS CENTER FROM TOMORROW

The Arts Center wants to become a reference and to take a leadership role not only in the local, but also in the national art education programs and projects for K-12 students and in the development of resources for art educators.

In the future we hope to be a place that meets people to create and be inspired around the arts, being able to connect art and other disciplines in a creative way.

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Our VISION

• • • •

THE ARTS CENTER FROM TOMORROW

Projects Management Communications Students Support Virtual Museum We have set goals for our Arts Center in these five fields, and we have prepared several strategies for each of them to be accomplished.

Our objective is to fulfill our goals in the next five years, through a step by step process that implies the participation of all of our team.

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Our VISION

THE ARTS CENTER FROM TOMORROW

Our GOALS Projects Management We want to improve in coordination, budget management and evaluation processes of all of our projects.

Communications We believe that by enhancing our communication media and processes, we would maximize the scope and branding of the Arts Center and its projects.

Students Support As we are pleased with the academic support we offer to the school students; we are going to work with the professional orientation office to help students wanting to study abroad.

Virtual Museum As support of the classroom processes and the growth of the whole community; our school will enjoy permanent exhibitions and performances from artists and students work, as well as information about the arts world, in the virtual museum that will be displayed in the Arts Center screen boards and could be accessed from any computer.

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Our VISION

THE ARTS CENTER FROM TOMORROW

Projects Management Our STRATEGIES As we could see, both of the departments have two big branches, the curriculum implementation and the projects development. These projects have grown so much, that there is the need to: • Create a new position for a Projects Manager to be responsible for the planning and coordination of the programs that currently exist.

• To have a petty cash to have access to resources in a daily basis avoiding delays in execution.

• Take part in the planning of the school calendar.

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Our VISION

THE ARTS CENTER FROM TOMORROW

Communications

Our STRATEGIES • A s s i g n a p e r s o n e x c l u s i v e l y r e s p o n s i b l e f o r communications.

• Unify the Departments websites.

• To use social media more aggressively.

• Print personal invitations for important guests.

• Set as mandatory for all of the school teachers to attend one art opening or show during the school year.

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Our VISION

THE ARTS CENTER FROM TOMORROW

Students Support Our STRATEGIES • Along with the professional orientation office, implement an advisory program for students going abroad.

• Create a data base of international universities and colleges and other one with students attending summer and undergraduate programs.

• Use part of the incomes from extracurricular activities to provide scholarships for students that can not afford certain programs.

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Our VISION

THE ARTS CENTER FROM TOMORROW

Virtual Museum

Our STRATEGIES • Arrange periodical appointments with the specialist advisor.

• Write the programming and schedule for the first version.

• Hire the software developer.

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Operating BUDGET

EXPENSES

This is the 12 months operation budget, projected for the 2014-2015 school year.

This first table shows the expenses and has been divided in two pages for an easier reading. In both of the pages, there are the totals included.

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Operating BUDGET

EXPENSES

The table shows all of the expenses in the first column and the programs managed by the Arts Center listed in the first row.

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Operating BUDGET

REVENUES

This is the table that shows the revenues projected for the 2014-2015 school year’s budget. As well as the expenses table, this has been divided in two different pages for an easy to read view.

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Operating BUDGET

REVENUES

The bottom row shows the net revenue, resulting from the

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Operating BUDGET

PRO FORMA BUDGET

This table shows the pro forma budget for the next five years. It was calculated, including the increase for costs of goods and services and inflation.

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THE ARTS CENTER FROM TOMORROW

As Conclusion Since the construction of the Arts Center, we have been witnesses on how our community has been growing up around the arts. Nowadays, all of our students are not only taking part in mandatory arts classes, but also, most of them are involved in after school or voluntary arts activities and projects.

By developing this strategic plan, we will consolidate the Arts Center as a school section (not as a building that hosts two separate departments).

Our Arts Center is every time more important in the school life, and is a strong influence for other schools of Bogota. We strongly believe that we are in the right path to become a leader in arts education programs and projects within our region in the near future.

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