Strategic Planning Training Modules General Description of Strategic Planning A certain sequence of choices brought you to this place. Strategy takes a grand vision.
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Transcript Strategic Planning Training Modules General Description of Strategic Planning A certain sequence of choices brought you to this place. Strategy takes a grand vision.
Strategic Planning
Training Modules
General Description of Strategic
Planning
A certain sequence of choices brought you to
this place.
Strategy takes a grand vision and turns it into
something useful.
The process to provide direction to the school
and meaning to day-to-day activities.
It examines a school’s values, current status,
and environment and relates those factors to
the organization’s future state, usually
expressed in 5-10 year time periods.
Benefits to Strategic Planning
Strategic planning allows people to feel
in control of their future along with an
increased confidence about stepping up
to opportunities and managing threats.
Proactive, not reactive.
The Strategic Planning Team
•
•
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Keep the group small and manageable:
entire board, Principal, other key individuals.
Include a variety of personalities,
backgrounds and thinking styles (creative &
analytic).
Include others through indirect means.
• Allows stakeholders input without complicating the
immediate process.
•
The leader of the strategic planning process
should be neutral (not the Principal or board
President).
Strategic Planning Process Overview
Strategic Planning’s Value for School Governance
• Focus on the mission
•
•
Puts mission into clear goals and behaviors that can be followed by
board, staff, and other stakeholders.
Keeps board members focused on long-range planning and development
of policy.
• Efficient allocation of time and resources
•
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Improves chance of success of school because work being done is
intentional and not reactive in nature.
Resources are allocated to a specific plan agreed on by all stakeholders.
• Better decision making
•
Expertise of various professionals and board members generates a
myriad of strategies for working with opportunities and threats.
• Evaluation tool
•
Goals will have an outcome measures that can be tracked and used in
school reports and community outreach.
Strategic Planning Process Overview
Strategic Planning’s Value for School
Governance
• Continuity and Survival
•
Ensures longevity of the school through stable direction
and management.
• Consensus and Ownership
•
Stakeholders have input into process.
• School Improvement Plan (Accountability Plan)
•
Strategic plan operates as the School Improvement Plan
• Grant Writing
•
Acts as record of goals and accomplishments
The Value of Strategic Planning
Strategic Planning
• Increases the likelihood of the school’s success
•
Everyone is working toward the same vision, with the same
resources, and the same endpoints in mind.
• Builds a shared vision for all stakeholders
•
Puts the vision into behavioral objectives that can be
tracked.
• Garners broad-based support
•
Can be used to garner support from community
organizations as well.
Strategic Management
Process Flow Model
Vision Statement
Mission Statement
School Profile
External Environment
Long-term Objectives
Strategy Formulation
Strategy Implementation
Annual Objectives
Operating Strategies
Policies
Institutionalization
of Strategy
Control and
Evaluation
This chart was adapted from John APearce II and Richard B.Robinson, Jr. Formulation, Implementation and Control
of Competitive Strategy, Richard D. Irwin, Inc., Burr Ridge, Ill., 1994.
Tips
•
Focus on the important issues.
• Helps you get the most value for your effort.
• Keep it simple and direct.
•
Make the plan workable.
• Produce a workable document that can be
shared with stakeholders.
• Performs as a guide for action.
•
The plan should be motivating, not
burdensome.
• Do not take on so much that you lose focus and
energy. Limit yourself to only the most
important goals.
•
Make it simple in the beginning.
Strategy Formulation
Vision and Mission Statement
Clear statement of the values of the school and what activities the
school intends to pursue as part of its daily plan.
Mission statement should clearly outline your unique purpose, your area
of emphasis, and should reflect your values and priorities.
External Environment
Social Factors-Dissatisfaction with public education has brought about
demand for charters
Political Factors-Political environment that affects charters
Competitive Environment-What other schools do we compete with?
Customers-What clientele are we serving? Core Subject/Experiential
Human Resource/Labor Market-Can we fill our needs?
School Profile
An analysis of your organization
Long-Term Objectives
Statements of the results an organization seeks to achieve over a
specified period-usually about five years.
SWOT Analysis
(School Profile)
– Strategic Internal Factors
Strengths
– Examples
Strong parental involvement
Dedicated, highly trained staff
Weaknesses
– Examples
Board weak in Finance Leadership
Facility too small for growth
– Key External Factors
Opportunities
– Examples
Collaboration with YMCA for After-school activities program
Strong relationship with neighboring businesses
Threats
– Examples
District relationship is strained
Political environment is not charter friendly
SWOT Analysis Grid
Jefferson Academy Schools Strategic Plan -2000/2001 Update (Rev 8/00)
Vision Statement: Jefferson Academy Schools envision a community of parents, teachers, students, and educational and business leaders, working together
to create a learning environment that engenders growth in character, academic achievement, and the love of learning, resulting in responsible, productive
citizens.
Mission Statement: The mission of Jefferson Academy is to help students attain their highest social and academic potential through an academically
rigorous, content-rich educational program.
Jefferson Academy SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis:
Strengths
Quality administration and staff
Academically rigorous, content-rich core curriculum
Safe and disciplined environment
Significant parental involvement
Image - good reputation in the state, the local community, and
the charter and educational communities
Strong leadership in charter movement - a model for others
Flexibility resulting from ownership of facility
Incorporation of technology in our elementary academic
program
Size of school allows for comprehensive view of each student
Athletic program in the context of the charter community
Opportunities
Working with various organizations to address facility and
budget needs and growth of program
Capitalize on our relationship with the foundations, business,
higher education, and government entities
Professional development of teaching staff
Development of K-12 activities program
Character development plan
Continuity of K-12 educational program
Weaknesses
Facility limitations
Reliance on temps in Jr. High and Elementary
Fine Arts space
Lunch facility for secondary
Capital Revenue
Library program at secondary level
Secondary level in expansion mode with new staff and
curriculum development
Limited opportunity for teacher specialization at
secondary level particularly electives
Inexperienced secondary staff/lack of mentors
Lack of public transportation
Threats
Contract negotiations with District
Neighborhood relations
Qualities of Long-Term Objectives
Acceptable
Reflect buy-in from the community you represent
Flexible
As situations change, objectives may no longer be appropriate
Measurable
Objectives must clearly and concretely state what will be achieved and
when it will be achieved.
Motivating
Objectives should be challenging, but not frustrating.
Suitable
They should reflect vision and mission.
Achievable
Must be realistic.
Needs as Identified by Group
• Board of Directors Development and
Strengthening
• Educational Program Objectives
• Staff Growth and Professional
Development
• Facility Development or Improvements
• Financial Viability to Support the Dream
• Other Program Objectives
• Organizational Objectives
Needs Stated as Long-Term
Objectives
• Board of Directors Development and
Strengthening
•
Board of Directors will receive training on running
effective meetings by March 2004.
• Educational Program Objectives
•
We will provide full Core Knowledge Program by the
end of our third year.
• Staff Growth and Professional Development
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Staff will initially follow a blanket PD plan receiving
training in our school policy, classroom management,
etc.
Strategy Implementation
Annual Objectives
Break down objectives into yearly goals
Example: Our first year, we will implement full
Core Knowledge curriculum in our sciences.
Functional Strategies
Specific behaviors that can be done to reach
your goals
Policies
Evaluation and Control
Strategic Plan Table
Long Term
Objectives
1. Board of
Directors
Strengthening
and
Development
Annual Objectives
Functional Strategies
Board of Directors
Subcommittee
Quarterly
Review by
subcommittee,
Principal, and
Accountability
Committee of
Strategic Plan
Communication
of the Strategic
Plan to the
school families
Open
House/BTS
Night
communicat
ions for
prospective
students
new
families
Staff Meetings
Strategic
Plan Review
Faculty
Needs
Assessment
Board of Directors
Quarterly review by Jr. High Subcommittee,
Principal, and Accountability Committee of
Strategic Plan
November, January, April, June
June meeting is Annual Meeting
Faculty Needs Assessment is included
Accountability Committee consists of:
Students (4) - two from 7th, two from 8th
Parents (4) - two from 7th, two from 8th
Staff (2)
Communication of Strategic Plan
End of year school report (in May) which
includes Strategic Plan accomplishments
Upcoming school year communication of
Strategic Plan
Fall Reception (September)
Spring Open House (late April, early May)
Waiting List families
Incoming students
Letter to families
Staff Meetings
Brief August meeting with staff members
Administration
Quarterly Review of Strategic Plan (with BOD)
Communication of Strategic Plan (with BOD)
Staff Meetings (with BOD)
Status/
Schedule
complete
complete
Application of Strategic Planning
Jefferson Academy Example
• Annual board retreat
• Completed in a full-day retreat
• Strategic Plan development
• SWOT Analysis
• Development of Goals and Strategies
• Quarterly review to board
• One person is assigned to tracking progress on document and
reporting to board on a quarterly basis.
• Scheduled communication to parents
• Determine how often you want to report to parents on your
progress toward your goals.
• Subcommittee work
• Guides subcommittee work requiring less investment of time on
behalf of Board Members.
• Staff implementation
• Provides specific behaviors that communicates your vision and
mission throughout the school.