中期計画
Medium-term plan(2023-2024)

大阪インターナショナルスクール
責任者名: 大阪インターナショナルスクール校長

各学校での承認
2024 年 2 月 26 日
会議体名：千里ｷｬﾝﾊﾟｽ運営委員会【3 年間の運営方針】5 year operational objectives【2024 年度のありたい状態】
Desired state in FY2024

1 Safe environments for all＜2024 年度のありたい状態＞
Desired state in FY2024

A. Ensure that new child protection policies are
implemented and understood by all community
members through education and training.

1. All faculty and staff have been
trained and understand childprotection, all faculty hired from 2024
have had background checks, and aculture of child protection permeatesthe school.

B. Create and implement a diversity, equity andinclusion policy.

2. We have a robust DEIJ policy that is
supported by training so thateveryone in the community
understands and follows creating aculture of understanding and respect.
2 Learning Environment＜2024 年度のありたい状態＞
Desired state in FY2024

A. Evaluate and modify the school’s learning support
structures to ensure the school is meeting the diverse
learning needs of all its students.

1. Teachers have received training on
Universal Design for Learning (UDL)
and Response to Intervention (RTI)
tiers and have begun incorporatingthem into their planning andteaching.

B. Develop a systemic process of utilizing data to makedecisions about learning support systems.
C. Improve the teaching of the school wide learner
outcomes, ATL skills, and social emotional learning into
the regular classroom lessons.

2. The Data team and Student Support
Team have evaluated the current
data collection tools and decided
which ones to continue using, whichto eliminate, and others that might
be needed.
3. We’ve identified areas where theseskills are being taught so that we cananalyze which skills still need to beincorporated into classroom lessons.

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3. Community and collaboration＜2024 年度のありたい状態＞
Desired state in FY2024

A. Increase collaboration amongst teachers to meet
instructional planning goals.

1. Grade level team meetings haveoccurred at least once a trimester andother planning time is used to meet
program goals.

B. Increase community understanding of educational
programs, the school’s values and mission, and OIS’srelationships with its sister school and foundation. On
the latter point, OIS will:
1. Increase the visibility of Kwansei Gakuin as anintegrated educational organization along withpermeation of the Kwansei Gakuin identity onto
our campus.
2. become visibly aligned with the Kansai Gakuin
identity in terms of providing education basedon the principles of Christianity, promoting
Mastery for Service, and the KG Global
Competencies.
C. Create more opportunities for parents and otherstakeholders to become involved through committees,community events, and classroom support.

2. Survey data demonstrates anincreased understanding of therelationship between OIS, SIS andKwansei Gakuin. In 2023, about 35%of the parents said they understood
the relationship with Kwansei
Gakuin and 50% said they
understood the relationship with SIS.
3. Community members are regularly
involved in campus activities andlearning in a positive and supportive
way and we have records of this so we
can set improvement goals for thefollowing year.

4. Systems and Sustainability＜2024 年度のありたい状態＞
Desired state in FY2024

A. School administration develops and implements a
Performance and Evaluation Model for administrationand faculty.

1. We have evaluated the current
performance and evaluation modeland have made a decision on whether
to keep it, revise it, or develop a newmodel.

B. School administration and leadership implements adata-driven, schoolwide approach to professional
development to support the implementation of strategic
priorities such as learning support for all students.
C. School administration develops and implements
comprehensive and systematic procedures for datacollection and analysis to inform school decisions forinnovation and transformation.
D. School administration develops and implements a
policy review and revision cycle. Implicit in this is todevelop and implement systems to train staff toimplement all policies for the entire school community.
Focus areas include the Learning Support Policy,Inclusion Policy, Child Protection Policy, and Diversity,
Equity and Inclusion Policy.
E. School administration clarifies and communicatesthe roles and responsibilities of the new leadership
structure.
F. School administration clarifies and communicatesthe roles of non-admin faculty positions of responsibility

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2. The Data committee has developed aplan for making data more accessible
to inform decision making.
3. There will be clarity about thevarious roles on campus including
admin and non-admin faculty
positions.
4. We have recognition from thefoundation that we may need to
improve our package so we canattract the best teachers possible.

with the school structure
G. The school administration and the foundationconsider employment terms and conditions to ensurethat they support hiring and retention of faculty andstaff suited to the educational goals of the school.

5.Facilities＜2024 年度のありたい状態＞
Desired state in FY2024

A. The school continues with its plan to renovate
facilities. This includes the refurbishment of SIS
classrooms, the faculty and staff working environment,
and the OIS / SIS shared educational spaces such as themusic and art rooms and the science labs.

1. Phase 4 of the campus refurbishment
is complete and new planningincorporates the need to renovate
learning infrastructure.

B. The school develops a plan to renovate vital learning
infrastructure which has become outdated. This
includes equipment and technology to support teaching
and learning in music, art, science, and digital media
productions.

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【重点施策】
中期的な課題を解決するための重点施策を箇条書きしてください。「中期総合経営計画」の実施計画がある場合は、第１順位にしてください。（優先順位の高いものから５つ程度）【Priority measures】
Please itemize the priority measures to be taken to solve the medium-termissues.
If you have plans to implement the Medium-Term Management Plan, pleaserank them first. (About five in order of priority)【中期総合経営計画 実施計画】として取り組むものに○・ Please enter a"○" for the items tobe addressed as
partofthe"Kwansei
GrandChallenge 2039”.

1 Fully implement the child protection policy so that it is ingrained our culture

2 Facility improvement
Senri Campus facility improvement plan〇

3 Data & Learning Support
Commitment to systems for monitoring and managing student data to ensurethat we are meeting the needs of all students.

4 Increase community understanding of educational programs, the school’svalues and mission, and OIS’s relationships with its sister school and Kwansei
Gakuin.

5 Increase collaboration amongst faculty and with the larger community

6. Develop systems to sustain our quality education

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【3 年間の取り組み状況（中期計画）を測る指標】
Indicators for measuring the status of three-year initiatives (the medium-term plan)
1 . Safe environments for all
2 . Learning Environment
3 . Community and collaboration
4． Systems and sustainability
5． Facilities【目標や実績を踏まえた次年度に向けた展望】（2024 年 3 月末時点）[Prospects for the next fiscal year based on goals and achievements] (estimated as of the end ofMarch 2024)＜1. 2023 年度の中期計画の状況、課題＞
Status of mid-term plan for FY2023
We have reshaped the plan to take into account the recommendations from our self-study and theWASC/IB visiting team. The goals from the previous version of this mid-term plan are notcontradictory to what is outlined here but we should focus our efforts on the main goals outlined by
the accrediting agencies to ensure that we are meeting the expectations required to maintain ouraccreditation status. Last summer, phase 3 of the campus refurbishment was complete and it has
had a significant impact on the look and feel of the facility and at this point planning for phase 4 isalmost complete. We have implemented the first steps in the action plan, including starting a DEIJ
committee and a data committee, trained most of the adults in child protection, surveyed parents,and evaluated and planned the next steps for improving our learning support program.
＜2. 2024 年度に向けた展望＞
Prospects for FY2024
For 2024, we should have some clear accomplishments. Phase 4 of the refurbishment will becomplete. We will be closer to implementing a DEIJ plan and we will be making better use oflearning data. Through training of our faculty we will have taken concrete steps to implementing
UDL and RTI to improve our learning support program. Through this work and these actions weanticipate making good progress in the 2024 fiscal year.

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取り組みの全体像（イメージ） Overview of plan (image)

Link to OIS Action Plan: Pre-corona OIS Action Plan. Last update Feb 2020

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