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Marina International School

Vision and Values

Marina International School Strategic Plan 2023-2028

Strategic Goals and Objectives

1) Create and embed a unique vision, mission statement, and school values that reflect the position of MIS as the pre-eminent school throughout The Gambia.

  • Engage all school community stakeholders in the process of creating a unique vision, mission, and values to reflect the history and ambitions of the school.

Design an evaluation framework for regular review of the school’s vision and mission.


2) Ensure that all students continue to grow and develop in an environment where they are known, valued, and supported.

  • Develop a coherent and rigorous curriculum to support personal and academic growth
  • Ensure policies and practices are in place to ensure the safety and well-being of all students
  • Create and promote leadership opportunities for all students
  • Improve the curriculum to develop students as truly global citizens.
  • Audit the current curriculum for student exposure to ideas, concepts, cultures, and understandings of what it means to be a global citizen.
  • Review non-curriculum areas and opportunities for students to better understand what it means to actively participate in global activities.


3) Invest in developing effective leadership at all levels (including governance).


  • Ensure school leaders at all levels have the knowledge and skills to lead the school effectively.
  • Ensure leadership development opportunities, coupled with an effective appraisal system to measure the performance of all leaders.
  • Create an environment where all leaders support teaching and staff to work collaboratively to promote excellence in learning and teaching
  • Ensure best practices in governance (including membership criteria, selection and succession planning, and professional development).
  • Develop best practice risk management processes.


4) Invest in developing a highly effective teaching and non-teaching workforce.

  • Develop teacher capacity to engage with highly effective teacher practices.
  • Ensure teachers have a shared understanding of the best practices and build a culture of collaboration
  • Provide targeted professional development to support all staff to better undertake their roles.
  • Create a set of guiding principles for effective teaching and use this to recruit and manage teacher performance.
  • Review the performance of all teaching and non-teaching staff through a formative appraisal process.
  • Build a recruitment and retention strategy for the school workforce.
  • Benchmark with relevant international schools so as to set and adjust: teaching and non-teaching salary scales, teaching loads, class sizes, positions of responsibility, etc.
  • Ensure all teachers and non-teaching staff have position descriptions.
  • Ensure a care and well-being strategy is developed and implemented for all staff.


5) Ensure that the built infrastructure is appropriate to support high-quality, contemporary teaching and learning for all members of the school

  • Undertake a review of the current building stock and evaluate for relevance and being fit for purpose for contemporary teaching practices.
  • Identify needs and establish priorities for the Strategic Planning period.
  • Review ICT infrastructure and support for both teaching and learning, as well as business operations throughout the School.
  • Create and commence a fund-raising strategy to support improvements in the school’s building and infrastructure.
  • Develop a master plan that is consistent with the strategic plan.


6) Ensure financial measures and ratios are in place to effect the key pillars of school development as identified in the strategic plan.

  • Have the Finance Committee set KPIs for financial performance
    Seek benchmarks for financial ratios (such as debt to student ratio, salary costs as a percentage of recurrent expenditure, debt to equity ratio, interest expense as a proportion of income, etc.
  • Set non-financial indicators such as levels of staff attendance, time lost to accidents and injuries, compliance with loss prevention procedures, staff development, and staff turnover.
  • Develop income streams from sources other than tuition fees.


7) Engage and make more effective use of the stakeholder community (parent body, alumni, and the broader community) in the school improvement journey.

  • Develop and strengthen the parent's and friend's support groups.
  • Expand opportunities to engage school alumni in meaningful ways.
  • Expand opportunities to engage and involve the parent body in meaningful ways.
  • Improve the school’s communication with its stakeholders and prospective stakeholders.
  • Promote MIS in the local community and enrolment catchment areas.


8) Attain accreditation as an Internationally Accredited School.