Strategic Plan

Strategic Assumptions about the Future

· Education is not only a human right, but a proven pathway out of poverty; and English language learning is a proven strategy for individual and global social change.

· The need domestically and in developing nations for English language learning will continue to grow over the next five to ten years.

· Significant numbers of children, youth, and adults domestically and in developing nations would choose to acquire English language learning if educational programs were readily available and easily accessible to them.

· English language learning delivered on a technology-rich platform in developing nations benefits the student doubly by broadening digital inclusion.

· World-renowned Rosetta Stone software is the best multi-media platform to deliver English language learning to non-English speakers and will be readily available for the next five to ten years.

· International humanitarian, educational, and faith-based organizations are key connectors to potential partners in developing nations based on their understanding of local needs and their ability to access leaders and influence relationships with villages, barrios, schools, churches, and other prospective IWLE language lab sites.

· There is a ready supply of U.S. enterprises willing and able to serve as Resource Partners with under-resourced communities in newcomer population centers in the U.S. and in developing nations to build computer-based language lab sites.

· There is a ready supply of prospective Neighborhood Partners in U.S. newcomer population centers and in target developing nations willing to partner with U.S. enterprises to build computer-based language lab sites.

· Challenged by the National Association of Independent Schools (NAIS) and a growing global consciousness, U.S. schools’ interest in partnering domestically and with developing nations to open the doors to the global schoolhouse will escalate over the next five to ten years.

· The ease of computer operation in targeted geographical areas will continue to improve as technology firms target developing nations with low cost, low maintenance hardware and innovative, simplified software.

· The cost of computers will decline while worldwide interest in technology continues to rise.

· A continual supply of donated computers will be available.

· Sustainability is achievable for each computer-based language lab.

IWLE’s Strategic Issues through 2015

Markets – Given the globalization of the English Language, the historical value of literacy as a way out of poverty, ever-increasing applications of computer technology in the global economy, and the growing number of school-aged children, youth, and adults without easy access to English, where can IWLE have the most impact in the next three to five years?

Product/Service Delivery – Given that technology companies are looking beyond the industrialized world to developing nations as their next frontier, what unique product and service delivery opportunities will most markedly enhance IWLE’s ability to deliver its mission and reach its vision in the next three to five years?

Positioning – Given the decade-long 20/20 Challenge issued to member schools by the National Association of Independent Schools (NAIS) to partner with schools in developing nations to address the top 20 global sustainability issues, what strategic partnering opportunities should IWLE pursue in the next three to five years?

Operating – Given the challenges of operating in developing nations and an increasingly urgent need for English for speakers of other languages in the U.S. newcomer community, what are the strategic operating imperatives for IWLE in the next three to five years?

Financial - Given the recent deluge of natural disasters that have dipped into the emotional, social and financial capital of compassionate American citizens and organizations, how can IWLE successfully compete for donors, sponsors and partners and gain a strong ‘financial footing?


The dream of learning English can come true for anyone, anywhere.

2015 Vision                  

5000 lives empowered through learning English in IWLE labs

Goals and Strategies

Goal 1      Partner Network

IWLE will have a well-developed network of global education partners in the U.S. and abroad strong enough to enroll 5000 new English language learners through computer-based language labs in developing nations, especially in Central America, and newcomer population centers in the U.S.


  1. Develop IWLE Partner Guidelines.
  2. Identify, seek, cultivate and secure resource partners to link up with neighborhood partners to jointly fund and build language labs.
  3. Develop a Portfolio of IWLE Resource Partners.
  4. Build a network of Volunteer Online English Coaches.


Goal 2      Neighborhood Labs

IWLE will have a base of sustainable computer-based neighborhood language labs strong enough to enroll 5000 new English language learners in developing nations, especially in Central America, and newcomer population centers in the U.S.


Select language software and secure software agreements.

  1. Establish universal site requirements.
  2. Design scalable versions of IWLE installations for optimum computer-based learning, ease of operations, and sustainability based on local conditions.
  3. Develop a Portfolio of IWLE Neighborhood Lab Partner Opportunities of sites and partners in developing nations, especially in Central America, and newcomer population centers in the U.S.
  4. Pilot an IWLE partnership in a local setting.
  5. Create annual plans for language lab installations that list locations, resources, partners, host participation expectations, lab design layout, language program offerings, installation timelines, steps to sustainability, and other milestones for each target installation.

Goal 3   Financial Solvency

IWLE will be a nonprofit model of financial solvency in order to achieve its mission of individual and social change through access to English language learning on demand.   


Quantify financial resources needed to establish financial stability and develop a five-year financial plan with a balanced budget.

  1. Acquire financial support through venture philanthropy.
  2. Benchmark best fund raising practices of similar nonprofits and incorporate into a five-year sustainable funding plan.
  3. Build a Volunteer Philanthropy Corps by earning the financial, material and/or volunteer support of the community of donors aligned with IWLE mission.
  4. Raise sufficient financial resources to meet financial requirements by establishing a “portfolio of donor accounts” with performance objectives.
  5. Identify and develop full and partial-pay market segments.


Goal 4       Exemplary Governance

IWLE governance and organizational structures will be strong, stable exemplars of best practices in nonprofit leadership and management.



  1. Build and develop IWLE Board of Trustees that is accountable, accessible and generative in its thinking with Board committees that mirror IWLE’s strategic priorities and major goals.
  2. Build and develop an IWLE Think Tank.
  3. Establish a set of critical success indicators that convey IWLE’s overall condition and signal potential problems.
  4. Establish a set of key performance indicators explicitly linked to the Strategic Plan for 2015 and are reviewed at every Board meeting.
  5. Adopt structures and behaviors of ongoing strategic thinking to continuously test operating assumptions.
  6. Develop and exhibit an organizational culture that reflects a commitment to equity and justice, service, collaboration, learning, and accountability.

Goal 5               Social Enterprise Leadership

IWLE will be known as a leader in contributing to individual and global social change through its innovative, high-performing network of educational partners whose collaborative work empowers people, transforms lives, and impacts nations.


  1. Identify, seek, and partner with an ‘IWLE spokesperson’ who will help begin the flow of goodwill for IWLE.
  2. Develop a robust set of legitimizing supporters who will add to the flow of goodwill for IWLE consisting of those who can: provide licenses to operate; vouch for IWLE with other players; provide material and financial resources; assist with government chartering; influence educational enterprises such as NAIS and local, state, and regional educational accrediting organizations; and access educational and international national media.
  3. Develop strategies to optimize all supporter relationships.
  4. Develop an aggressive stewardship program to communicate with, recognize, appreciate, and thank donors, volunteers, and partners.
  5. Develop a multi-media integrated marketing communications plan, including electronic and print communications strategies and tools.