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Leading Change through Leading Change through Strategic PlanningStrategic Planning

Ralph J. Jasparro, Ph.D.

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What is Strategic Planning?What is Strategic Planning?

Strategic Planning is a process by whichan organization constantly recreates

itself and defines its preferredfuture. It involves determining

priorities and anticipating and reactingto change in a proactive manner.

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Strategic Planning Moves anStrategic Planning Moves anOrganization Through:Organization Through:

Strategic Planning Moves anStrategic Planning Moves anOrganization Through:Organization Through:

g Understanding the external forces and changes relevant to it.

g Assessing its organizational capacity to manage change.

g Developing a mission, guiding beliefs, goals/objectives and vision of its preferred future.

g Developing action plans that will move it from where it is to where it wants to be.

g Implementing action plans developed.g Assessing progress, solving problems,

and renewing plans.

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Why Strategic Planning?Why Strategic Planning?

g Is a straight forward processg Can be accomplished quicklyg Focuses district on shared values

and important goalsg Is action orientedg Is a proactive planning processg Engages the community in the work

of the schools

Strategic Planning...

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Strategic Planning Ground Rules

g Rank and seniority are left at the doorg Everyone participates equallyg One person speaks at a timeg Hitchhike on each other’s ideasg Share ideas freelyg Keep on trackg Provide constructive suggestions rather

than criticismsg Consider all ideas carefullyg Have fun!!

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Strategic Thinking and Acting

g Strategic thinking is knowing what to achieve, being able to justify the direction, and finding the best way to get there.

g Strategic acting is being proactive and differs from being reactive to problems as they surface.

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Phases of Strategic PlanningPhases of Strategic PlanningPhases of Strategic PlanningPhases of Strategic Planning

Pre-Planning

Creating thePlan

Communicatingthe Plan

ActionPlanning

Monitoring,Implementation,

& Evaluation

StrategicPlanning

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Pre-PlanningPre-PlanningPre-PlanningPre-Planning

g Form Planning Team

g Select External Facilitator

g Gather Resources

g Train Planning Team

g Establish Dates, Time, and Location for Planning Meetings

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Environmental ScanningEnvironmental Scanning

g External scanning aims at identifying trends and changing conditions over which the organization has little control. An analysis of the trends leads to the identification of opportunities and threats facing the organization.

g Internal scanning aims at determining where the organization is and what it is capable of accomplishing. An analysis of internal trends leads to the identification of current strengths and weaknesses in the organization.

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SWOT Analysis

Strengths -

Weaknesses -

Opportunities -

Threats -

http://www.youtube.com/watch?v=GNXYI10Po6A&feature=related

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Guiding BeliefsGuiding Beliefs

Guiding beliefs identify thecore values and guiding

principlesthat the organization believes

in. Guiding beliefs are aligned

with andsupport the mission

statement.

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Mission Identifies Why the Organization Exists

Mission Identifies Why the Organization Exists

g What is our purpose and function?

g Who are our clients?

g What do we provide for our clients?

Mission statements address three questions:

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Goals and Objectives Goals and Objectives

g Goals identify key improvement results that will be attained during the next three to five years.

g Objectives describe the tactics and strategies the organization will use to accomplish each goal.

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g Specific and clear

g Measurable and accountable

g Action oriented

g Realistic and doable

g Time and resource constrained

SMART Goal Criteria

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Vision StatementVision Statement

The vision statement presents a vividpicture of an ambitious, desirable

futurestate that is an improvement over the current condition of the organization. It consists of a collection of images of

a preferred future.

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Communicate the PlanCommunicate the Plan

g Publish the Plan

g Disseminate the Plan

g Display Core Components of Plan

g Report on Progress

g Encourage Participation

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g Prioritize Goals and Objectives

g Establish Action Steps

g Assign Responsibilities

g Set Timelines

g Establish Indicators of Accomplishment

g Establish Budget

Action Planning

Action Planning

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Monitor & Evaluate ProgressMonitor & Evaluate Progress

g Monitor the Implementation of Action Plans

g Evaluate Progress

g Communicate Results

g Revise Strategic Plan and Action Plans as needed

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Aligning Planning Efforts

District Strategic Plan

Curriculum

TechnologY

SIT

Teams

Prof.

Devl.

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Lessons LearnedLessons Learned

g Use an external facilitator

g Include key people

g Don’t be too ambitious-keep capacity in mind

g Start immediately

g Stay focused and keep up the momentum

g Communicate often

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Keep the Momentum Going!Keep the Momentum Going!

g Confront the present by focusing on solutions, not accusations or defensiveness.

g Embrace the future by zeroing in on improving the priorities for student success.

g Measure each goal and objective against advancing the mission, beliefs, and vision.

g Keep the strategic planning team going by making sure it continues to represent the broader community.

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Using The District PlanUsing The District Plan

g Building or reducing budgetsg Creating new programs or eliminating

established programsg Planning professional developmentg Short circuiting personal “agendas”g Saying “No” g Saying “We don’t have the capacity to…”g Aligning with school improvement plansg Focusing on successes and

accomplishments

Use your district strategic plan when: