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