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Strategic PlanningRob GoodallSenior Director, Education
Questions Why complete a strategic plan? What are the
benefits? How does the Achievement Contract fit within
the strategic plans you’ve worked on? What does a good school district strategic plan
look like and contain? What districts have you worked with who have
completed strategic plans and what process did they use to complete their plans? Who was involved? What kind of preliminary work is necessary?
Have you used an appreciative enquiry (strength based) approach in the previous planning processes you have facilitated?
What kind of cost is involved?
Definitions of Strategic Planning The process by which an organization
envisions its future and develops necessary procedures and operations to achieve that future
Not an end in itself, but a set of concepts to help organizations make important decisions and take important actions
A disciplined effort to produce fundamental decisions and actions that shape and guide
An end result is strategic thinking and acting … this is more important than the paper produced in the end
Desired Outcomes
Clear sense of direction, emphasis
Clarity about priorities – foundation for allocation of scarce resources
Unity of purpose – alignment of personnel
Measures of future success Communication to
stakeholders
Strategic Moves
Strategic planning is a little like a chess game or sport. You need to envision winning, and to win you must be able to predict other parties’ moves and make your own best offensive and defensive moves.
Generic Strategic Planning Flowchart
Envisioning an ideal future
Environmental Scan
External• opportunitie
s• challenges
Internal• strengths• weaknesses
Clarify, Renew, Revise Mission
Clarify, Renew, Revise Vision
Identify and Select Strategic Initiatives
Develop Strategic Change Projects
Establish Measurable Goals,
Objectives
Assign Tasks, Set Deadlines, Monitor
Work
Evaluate Achievement of
Objectives
Are Objectives Still Leading to
Strategic Initiatives?
Are Strategic Initiatives Still Contributing to
Mission & Vision?
Board Work
Staff Work
Allocate Resources
Some Optional Approaches
Traditional SWOT using small group work, stations, plenary discussion
Interview matrix: building consensus through pair, quad and whole group discussion
Appreciative inquiry: focus on strengths and the desired future
Future search: large group methodology with all stakeholders
Looking to the Future
201920182017201620152014201320122011
Four Ways To Deal With The Future Retreat and withdraw Prevent the future Adapt to the future Invent the future
work now to bring into existence something new in the future
embody ideas in mission, vision, values
The Framework:Governance Terms Defined
Mission: a clear description of what an organization does now - the reason for its existence
Vision: a clear description of what an organization aspires to do - what it wants to become
Values: the most cherished beliefs that guide how an organization works toward its Mission and Vision
Describing the Future
Five years from now … Who are we serving? What are we doing for them?
What is the impact of our work?
Where are we located? What does it look like?
How do people treat one another - staff, board, clients?
What do others think of us?
SWOT Environmental Scan
Anchor your vision of the future by carefully thinking about the reality of the current and anticipated work environment
Internal Scan: strengths and weaknesses of the organization itself
External Scan: challenges and opportunities in the environment outside the organization
Use group knowledge, intuition, research and/or expert advice
Who Are The Players?
To whom are we accountable - which organization(s)?
Who are our competitors or potential competitors?
Who are our allies or potential allies?
What other groups or organizations exert an influence on us?
What other groups or organizations do we influence?
Strategic Initiatives
What should we do more of, less of, the same to: Carry out our mission Invent a new future, consistent
with our vision Take advantage of our
organizational strengths Take advantage of external
opportunities Position ourselves strongly
relative to others
Strategic Change Projects
Which initiatives are really high priority?
Which initiatives are we willing and/or able to fund or otherwise resource?
Who will take responsibility for the initiative?
When do we expect results? What specific steps should we
take?
Happy Valley School DistrictBoard of Education Strategic Plan 2012-2015
The Board of Education Strategic Plan 2012-2015 establishes district priorities and intended outcomes for the next 3 years. It serves as a long term guide for district staff who develop more detailed operational plans that are consistent with this document as well as a guide to Board assessment of district success. The Board reviews and adjusts the plan as necessary on an annual basis.
Vision: Bright and shining faces, eager to learn, curious, confident, accomplished.Mission: Every student a graduate prepared for opportunities beyond graduation.Values: achievement, collaboration, expertise, joy, justice, resilience, responsibility, safety.
Strategic PrioritiesEngaged learners A community in which students, parents, staff and community partners are engaged and value
working and learning together.System Sustainability A flexible, robust, resourced school system with the financial, human and physical requirements
for sustaining our mission.Exemplary Innovation Evidence-supported continuous improvement in all we do, including the timely adoption of
appropriate technology.
Required District ResponsibilitiesAccountability Process
Accountable to Board and Ministry of Education
Time lines for approval
Achievement Plan Guidelines 2011-2012 Three-year plans, updated annually Focus on continuous improvement Goals/objectives, targets, actions Reviewed with Superintendent of
Achievement Submitted July 15
Responsibilities cont’dSuperintendent of Achievement Report
Focus on results and evidence of acquired results
Useful point of departure for future planning Board approval: December 15 Submit to Ministry: January 31
Class Size/Composition Principal: Consultation within first 15 days (teacher(s) and SPC) Superintendent: DPAC and Board on or before
Oct 1 Board approval on or before Oct 15
Ministry Requirements
LEA, Draft Enhancement Agreement
Literacy Plan Submit to Ministry on or before July
15
Community Links Submit to Ministry on or before Nov
15
Alignment: Ministry, Board and District Requirements
Many boards and districts find the number of documents setting district direction and standards confusing
What could boards do to simplify? What could administrators do to
simplify?
How Can BCSTA Help?
Prepare and carry out pre-meeting interviews, questionnaires
Help plan partner or community meetings
Develop a workshop plan and materials Facilitate board workshops or
partner/community meetings Prepare summary reports for the board Help boards find and partially fund
“outside” facilitators