Our Strategic Action Plan
Aligned and Integrated with our WASC Accreditation
In SY22-23, our Western Association of Schools and Colleges (WASC) re-accreditation process set the stage for a re-evaluation of the Taipei American School Strategic Plan. Bearing in mind the in-depth self-study process, aligned with the rigorous standards set for healthy, thriving school communities around the world, Taipei American School made the decision to align our strategic planning cycle with that of the WASC re-accreditation process.
After two years of work, from community engagement efforts to the all-hands-on-deck evaluation exercises with faculty and staff, our self-study process revealed a number of strategic areas of focus for our next chapter as an institution. Our successful re-accreditation in the Spring of 2024 and the creation of our Strategic Action Plan have launched the next phase of our collective work for a strong and vibrant school.
Refining Our Strategic Action Plan
Our Strategic Action Plan, created with hundreds of data points gathered by our employees, parents, guardians, students, administrators, and Board members, is the next phase of our mission-driven evolution as a school. While this plan is a natural evolution of our community's needs, it also represents an exciting opportunity to dig deeper into our mission and further enhance the educational experience and community at Taipei American School.
During the 2024-25 school year, we are refining our Strategic Action Plan as part of our continuous process of improvement. As we celebrate the work that has taken place and the exciting, mission-driven changes ahead, we are proud to share our community-based, evidence driven foundation for the years to come.
Explore the four strategic areas below, and learn about each of the goals that we will pursue in the coming years.
WASC Strategic Action Plan
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- Strategic Area 1: A Strong Foundation
- Strategic Area 2: An Enduring Commitment to Learning
- Strategic Area 3: A Supportive, Personalized, and Empowering Student Journey
- Strategic Area 4: Culture of Safety and Belonging
- Coming in January 2026: Strategic Area 5: Operational Excellence and Institutional Sustainability
Strategic Area 1: A Strong Foundation
A Strong Foundation
Goal 1:
To strengthen foundational structures through the implementation and assessment of systematic processes and practices, ensuring the delivery of a world-class education and achievement of the mission and schoolwide learning outcomes.
Aligned to: WASC Category A: Organization for Student Learning
Rationale:
To ensure the continued existence of a strong foundation that allows for the delivery of a world-class education, TAS must implement and evaluate, clear, systematic, and mission-aligned practices. This involves further establishing structured, research-based organizational and operational processes that foster a culture of shared commitment and collective accountability across all areas of the school.
- 1.1 Ensure Strategic Direction and Collective Accountability:
- 1.2 Optimize Board Governance for Continuous School Improvement:
- 1.3 Implement Consistent Structures for Community Feedback:
1.1 Ensure Strategic Direction and Collective Accountability:
1.2 Optimize Board Governance for Continuous School Improvement:
Develop and continuously evaluate the governance framework for the TAS Board of Directors, incorporating clearly defined metrics to measure board performance, and enhance the effectiveness of board structure, processes, onboarding, and training to ensure alignment with the school’s evolving needs, as well as clarity of role and responsibilities.
1.3 Implement Consistent Structures for Community Feedback:
- 1.4 Establish Mechanisms to Enhance and Assess the Effectiveness of Professional Growth, Evaluation, and Development Processes for All Employees:
- 1.5 Attract, recruit, train, and retain exemplary faculty, staff, and administrators who are committed to carrying out TAS’s mission, values, and schoolwide learning outcomes:
- 1.6 Enhance the Educational Infrastructure through the Execution of the 2024 Campus Master Plan:
1.4 Establish Mechanisms to Enhance and Assess the Effectiveness of Professional Growth, Evaluation, and Development Processes for All Employees:
1.5 Attract, recruit, train, and retain exemplary faculty, staff, and administrators who are committed to carrying out TAS’s mission, values, and schoolwide learning outcomes:
Implement a comprehensive strategy that includes targeted recruitment, a rigorous selection process, robust onboarding and professional development, a supportive work environment, and clear pathways for career advancement and recognition, all designed to foster commitment, collaboration, and excellence within the TAS community.
1.6 Enhance the Educational Infrastructure through the Execution of the 2024 Campus Master Plan:
Progress on Area 1
SY24–25
Strategic Area 1: A Strong Foundation
Refined Strategic Plan & Benchmarks
- Revised TAS Strategic Action Plan post-2024 WASC self-study to align with mission, values, and learning outcomes
- Introduced SMART benchmarks and began building an integrated data dashboard for real-time goal monitoring, transparency, and accountability
Stakeholder Engagement
- Held faculty and parent sessions to preview and refine key priorities (1.4, 2.1, 2.3, 2.4, 3.1)
- Leveraged community input to strengthen home-school partnerships
Experience Surveys & Focus Groups
- Updated and administered 2024–25 TAS Experience Surveys per handbook guidelines
- Conducted follow-up focus groups; re-established Faculty Advisory Council with clear structure and terms
Professional Growth & Evaluation
- Launched Professional Pathways Model with Stronge & Associates for consistent evaluations of teachers, specialists, and administrators
- Continued learning initiatives in Adaptive Schools, Cognitive Coaching, DEIB, and curriculum design
Recruitment & Onboarding
- Implemented SkoolSpot platform to streamline hiring aligned with staffing goals
- Published updated Recruitment & Hiring Handbook and enhanced new-staff onboarding
Campus Master Planning
- Partnered with Rosan Bosch Studios on “Transforming Spaces” initiative
- Engaged 200+ stakeholders in workshops to envision mission-centered, future-ready learning environments
Strategic Area 2: An Enduring Commitment to Learning
An Enduring Commitment to Learning
Goal 2:
To cultivate an enduring commitment to learning across the TAS community through the implementation of current research-based best practices.
Aligned to: WASC Category B: Curriculum, Instruction, and Assessment.
Rationale:
To reinforce an enduring commitment to learning, TAS must adopt a comprehensive approach encompassing the systematic development and documentation of curriculum, coupled with the strategic collection and analysis of student data to enhance teaching effectiveness and inform educational strategies. By investing in robust professional development opportunities aligned with evolving pedagogical landscapes and fostering methods for divisional and cross-divisional collaboration, the aim of Goal 2 is to ensure that all students experience a cohesive, research-driven educational journey supported by the implementation of a vertically and horizontally aligned curriculum and underpinned by data-driven decision-making.
- 2.1 Ensure the Mission and Schoolwide Learning Outcomes serve as the foundation of the curricular and extra-curricular programs:
- 2.2 Develop a Systematic and Well-funded Approach to Professional Development in Alignment with Schoolwide Initiatives and Professional Growth and Evaluation:
- 2.3 Actively Nurture a Consistent Culture of Collaboration:
2.1 Ensure the Mission and Schoolwide Learning Outcomes serve as the foundation of the curricular and extra-curricular programs:
2.2 Develop a Systematic and Well-funded Approach to Professional Development in Alignment with Schoolwide Initiatives and Professional Growth and Evaluation:
2.3 Actively Nurture a Consistent Culture of Collaboration:
- 2.4 Implement of a Documented, Horizontally and Vertically Aligned Curriculum that ensures the Achievement of the Mission and Schoolwide Learning Outcomes for All Students:
- 2.5 Promote Deep Transfer Learning:
- 2.6 Develop Processes for the Systematic Collection and Utilization of Data:
2.4 Implement of a Documented, Horizontally and Vertically Aligned Curriculum that ensures the Achievement of the Mission and Schoolwide Learning Outcomes for All Students:
2.5 Promote Deep Transfer Learning:
2.6 Develop Processes for the Systematic Collection and Utilization of Data:
Progress on Area 2
SY24–25
Strategic Area 2: An Enduring Commitment to Learning
Curriculum Alignment with SLOs
- Embedded Schoolwide Learning Outcomes into ATLAS UbD unit planning templates for K–12 coherence
Professional Development Framework
- Published KA–12 PD Handbook clarifying eligibility and processes
- Hosted EduLead Speaker Series featuring Denise Pope, Rosan Bosch, Homa Tavangar, and many
Collaborative School Culture
- Trained a third Adaptive Schools cohort; offered refreshers and standardized meeting norms
- Formed cross-divisional Coaching Task Force to build a TAS Culture of Coaching
Curriculum Repository & Leadership
- Relaunched ATLAS Rubicon as centralized curriculum hub with phased faculty training
- Continued curriculum review cycle; recruiting Middle and Upper School Academic Deans for 2025–26
Strategic Area 3: A Supportive, Personalized, and Empowering Student Journey
A Supportive, Personalized, and Empowering Student Journey
Goal 3:
To ensure every student’s academic and social-emotional needs are proactively identified and addressed.
Aligned to: WASC Category C: Support for Student Social-Emotional and Academic Growth
Rationale:
To ensure a systematic and schoolwide approach to identifying and supporting the academic and social-emotional needs of each student, TAS should implement the Multi-tiered Systems of Support (MTSS) Framework, as well as the CASEL Framework to establish a cohesive and integrated model that encompasses both academic interventions and social-emotional learning. This approach will be reinforced by targeted professional development for faculty, as well as clearly defined roles and responsibilities of members within the Student Support Services Department, both of which will help to ensure consistent, personalized interventions for students. By doing so, TAS commits to fostering a nurturing environment where all students are empowered and supported to reach their fullest potential.
- 3.1 Develop and Execute a Process that Ensures the Systematic Implementation of Multi-tiered Systems of Support (MTSS) across KA-Grade 12:
- 3.2 Provide Targeted Professional Development and Evaluative Measures Surrounding Social-Emotional Learning:
3.1 Develop and Execute a Process that Ensures the Systematic Implementation of Multi-tiered Systems of Support (MTSS) across KA-Grade 12:
3.2 Provide Targeted Professional Development and Evaluative Measures Surrounding Social-Emotional Learning:
Progress on Area 3
SY24–25
Strategic Area 3: A Supportive, Personalized, and Empowering Student Journey
Inclusion & MTSS Roadmap
- Conducted inclusion audit with Next Frontier Inclusion; created MTSS roadmap
- Deployed August Schools data platform for proactive screening and progress monitoring
- Integrated UDL and MTSS principles into PD offerings
Social-Emotional Learning & Student Success
- Delivered SEL training on inclusive practices and relationship-building
- Appointed first Director of Student Success and Well-being within MTSS framework
Strategic Area 4: Culture of Safety and Belonging
Culture of Safety and Belonging
Goal 4:
To nurture a secure, inclusive, and engaging learning environment.
Aligned to: WASC Category D: School Culture, Child Protection, and Parent / Community Involvement
Rationale:
To nurture a culture of safety and belonging, it is essential that TAS enhances policies and practices related to child protection, digital safety, DEIJ, multilingualism, service learning, and parent engagement, as well as providing opportunities for students to develop stronger connections with Taiwan and Taiwanese culture. These measures, collectively, will help to create a secure, inclusive, and engaging learning environment where every community member experiences a sense of belonging.
- 4.1 Enhance Child Protection Policies and Practices:
- 4.2 Implement a Comprehensive Digital Safety Plan:
- 4.3 Advance Diversity, Equity, Inclusion, and Justice Across the School:
- 4.4 Strengthen KA-12 Practices to Support and Empower Multilingual Learners:
4.1 Enhance Child Protection Policies and Practices:
Address gaps within the TAS Child Protection Policy to incorporate detailed definitions and real-world examples while strengthening professional development surrounding child safeguarding to ensure that all employees share a comprehensive understanding of the policy’s content, processes, and procedures. |
4.2 Implement a Comprehensive Digital Safety Plan:
Ensure students are well-equipped with the knowledge and skills needed to navigate digital spaces responsibly and ethically, while educating students, parents, faculty and staff in developing an understanding of internet safety protocols, digital footprints, respecting online privacy, and recognizing and responding to cyberbullying.
4.3 Advance Diversity, Equity, Inclusion, and Justice Across the School:
4.4 Strengthen KA-12 Practices to Support and Empower Multilingual Learners:
- 4.5 Ensure Authentic Service Learning is Embedded into Curricular and Extracurricular Programs:
- 4.6 Incorporate Deeper Connections to Taiwan and Taiwanese Culture into Educational Programs:
- 4.7 Increase Opportunities to Strengthen Parent Partnerships:
4.5 Ensure Authentic Service Learning is Embedded into Curricular and Extracurricular Programs:
4.6 Incorporate Deeper Connections to Taiwan and Taiwanese Culture into Educational Programs:
4.7 Increase Opportunities to Strengthen Parent Partnerships:
Progress on Area 4
SY24–25
Strategic Area 4: A Culture of Safety and Belonging
Child Safeguarding & Bullying Prevention
- Established K–12 Child Safeguarding Coordinator role (starting July 2025)
- Revised Student Bullying Policy; implemented scenario-based ICMEC-aligned training
Digital Safety & DEIB
- Rolled out workshops on responsible online behavior led by Allison Ochs
- Supported divisional DEIB Coordinators; adopted Learning for Justice standards
- Hired Director of Belonging and Social Impact to integrate DEIB and service-learning
Language & Service-Learning
- Restructured MLL program; appointed K–6 MLL Coordinator
- Offered service-learning PD with Cathy Berger Kaye; hosted Upper School Service-Learning Day on Taiwanese heritage
Home-School Partnerships
- Launched Parent & Guardian Partnership Task Force; drafted new engagement commitments and handbook language
- Introduced Wordly AI translation to enhance communication equity
Coming in January 2026: Strategic Area 5: Operational Excellence and Institutional Sustainability
In Development
Strategic Area 5: Operational Excellence and Institutional Sustainability
Operational Strategy Development
- Convened Operational Leadership Retreat (April 2025) for SWOT analyses and trend-spotting
- Began drafting multi-year departmental action plans and operational strategic objectives with employees across multiple operational areas
Next Steps
- Finalize objectives, tracking systems, and stakeholder input mechanisms in 2025–26 to formalize area 5
Click to View the PDF of the Strategic Action Plan
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If this sounds like the type of education you want for your child or the kind of learning community you wish to join, we invite you to explore the people, places, and programs that help us foster our definition of success for every student on our campus.