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Strategic Planning

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The document discusses the process of strategic planning for schools. It begins by defining strategic planning and its importance. There are then 7 steps outlined: 1) gathering internal and external information, 2) identifying critical issues, 3) developing a vision statement, 4) reviewing the mission statement, 5) establishing goals, 6) formulating strategies, and 7) setting annual objectives. The purpose is to help schools determine their priorities and allocate resources effectively to achieve desired results over the next few years.

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Strategic Planning
Advance Organizer • Definition of the strategic plan • Creating a strategic plan • Framework in organizational planning
Strategic Planning • What is strategic planning? • Why we do strategic planning? • Characteristics of a good strategic plan • Who should do it?
Strategic Planning • Process of defining strategy, or direction, and making decisions on allocating resources to pursue this strategy, including its capital and people. • Process to establish priorities, on what the school division will accomplish in the school year. • The school division and district develop the choices on what, it will do and it will not do.
Strategic Planning What Is A Strategic Plan?  Is a road map or course of action for achieving desired results;  Should be laid out before the first steps are taken;  Is typically developed by committee; and  Plays a vital role in seeking funding.
Why strategic planning? • Planning: If you fail to plan, you plan to fail! Be proactive about the future. • Performance: Strategic planning improves performance. • Reliability: Counter excessive inward and short-term thinking. • Solve major issues at a macro level. • Communicate to everyone what is most important.
A good strategic plan should:
Who should do it? • Regional Director • Schools Divisions’ Superintendent • District Supervisor • School Heads
Strategic Planning Where Do I Begin?  Work with designated members to decide the future of the organization;  Get inside the members’ minds and know what they are really thinking and want; and  Do a survey or task representatives to bring the knowledge to the table.
Strategic Planning How Do I Get Others On Board?  Start early by speaking to designated participants who will have input into the decision-making process;  Share reports and other objective data with the committee;  Divorce personalities from the discussion; and  Position the strategic plan as neutral and truthful based on member’s feedback.
Strategic Planning Tips for Effective Strategic Plans!  Work in a neutral environment;  Allow time for group interaction:  In the form of a group activity  Build a sense of teamwork and create an environment where laughter and conversation flow freely.  Eliminate distractions; and  Develop a plan with clear action items.
Strategic Planning Process
Steps • STEP 1: INFORMATION GATHERING AND ANALYSIS: EXTERNAL ASSESSMENT, INTERNAL ASSESSMENT, and MARKET ASSESSMENT • STEP 2: IDENTIFICATION OF CRITICAL ISSUES FACING THE ORGANIZATION • STEP 3: DEVELOPMENT OF A STRATEGIC VISION STATEMENT THAT SETS FUTURE DIRECTION FOR THE AGENCY • STEP 4: MISSION STATEMENT REVIEW/REVISION • STEP 5: DEVELOPMENT OF STRATEGIC GOALS • STEP 6: FORMULATION OF STRATEGIES FOR EACH GOAL • STEP 7: PREPARATION FOR OPERATIONAL PLANNING BASED ON THE STRATEGIC PLAN (DEVELOPING ANNUAL OBJECTIVES)
External Assessment • Identify and assess changes and trends in the world around the education will likely to have a significant impact on it over the next 5-10 years. • Look at political, economic, technological, social, lifestyle, demographic, competitive, regulatory and broad philanthropic trends. • Ex. increased interest in supporting school reform, change efforts by foundations serving needs of low-income children and families
Internal Assessment Assessment • To assess internal structure, process and operations of the division/district and based on this assessment, to pinpoint strengths and weaknesses. • Areas examined include personnel, fund-raising, physical facilities, equipment, use of technology, location, financial condition, management practices, governance, programs, products and services, and other factors.
Assessment
Strengths • Internal in nature • Tangible strengths: Growth in student enrollment, Increase in funding from LGU, increasing NAT rates, decreasing drop out rates • Intangible strengths: Good leaders, excellent teachers,
Weakness • Internal in nature • Things that prevent you to do what you really want to do. • Insufficient resources, poor student performance, limited funds, lack of good leadership
Opportunities • External in nature • Potential areas of growth and high performance] • Large population of school children, best economic conditions, satisfied parents
Threats • External in nature • Challenges confronting the division/district • Bad press coverage, parents not participating, changes in regulations
Activity #1 • Conduct Internal and External Assessment • Use the assessment in conducting SWOT Analysis
Step 2 - Identification Of Critical Strategic Issues, Choices And Challenges • Critical issues are fundamental policy or program concerns that define the most important situations and choices a division faces now and in the future. • Critical issues can reflect long-standing problems in the division, the community served or recent events that are anticipated to have a significant impact on the schools and/or community served.
Critical strategic issues • Reflect on the following: • The external changes and trends having the greatest positive and/or negative impact on the schools . . . • Major changes and trends in the needs, perceptions and service expectations of our students and constituencies . . . • Internal strengths and weaknesses of the school that will seem to have an impact on the school’s future success . . .
Critical strategic issues • Examples of critical issues • What should the balance be between the public schools versus private schools on achievement test results? • How should the public schools diversify its instruction? • Should the public schools expand its instruction and facilities in support for better student learning? • How can we improve instruction to advance learning of students?
Activity #2 • List down 1 critical issue. Use your SWOT information.
Step 3 - Development Of A Strategic Vision Statement • The vision statement describes what we want the schools to look like in ideal terms in the future - the results we will be achieving and characteristics the school will need to possess in order to achieve those results. • The strategic vision statement provides direction and inspiration for goal setting.
Vision statement • Through the vision statement, the school describes how it intends to respond to the major challenges expressed in the form of critical strategic issues.
Step 4 - Development Of A Mission Statement • The mission statement is a broad description of what we do, with/for whom we do it, our distinctive competence, and WHY we do it (our ultimate end). • If a mission statement already exists, the focus of this step is on reviewing it in light of the emerging vision statement and if necessary revising the language.
Mission Statement • Reviewing the mission: – Is the mission statement clear and on target in today's operating environment? – Do you have any specific questions or concerns with respect to the mission statement? – Does the mission statement duplicate the mission of any other school? If so, what should we do about it? – Considering the answers to these questions, how, if at all, should the mission statement be changed?
Example of Mission statements • NASA: To explore the universe and search for life and to inspire the next generation explorers • Walt Disney: To make people happy.
Step 5 - Development Of Strategic Goal Statements • Strategic goals are broad statements of what the nonprofit hopes to achieve in the next 3 years. • Goals focus on outcomes or results and are qualitative in nature. • Often goal statements flow from some of the critical issue statements developed earlier in the planning process.
Strategic goals • Examples of goals for the school: • Continuously increase students achievement rates in all subject areas. • Improve teachers instruction in order to support student achievement growth. • Forge strategic alliances with the community to advance students achievement.
Step 6 - Development Of Strategies For Each Goal • Strategies are statements of major approach or method for attaining goals and resolving specific issues. • Ideas for strategy emerge from the earlier internal, external and market assessments, -- especially the strengths and weaknesses identified in the internal assessment as well as the implications statements developed as part of the market and external assessments.
Strategies for goals • A strategy is judged potentially effective if it does one or more of the following: – Takes advantage of environmental opportunities – Defends against environmental threats – Leverages organizational competencies – Corrects organizational shortcomings – Offers some basis for future competitive advantage – Counteracts forces eroding current competitive position
Strategies for goals • example Goals Strategy Continuously increase students achievement rates in all subject areas. •Provide books and materials to the students before the school year starts •Provide a tablet for each child •Conduct monthly parental involvement sessions Improve teachers instruction in order to support student achievement growth. •Training and seminar for a teacher 4 times a year •Formative assessment of teachers performance Forge strategic alliances with the community to advance students achievement. •Parents are tapped to teach TLE lessons •Companies are asked to donate computers and books
Step 7 - Development Of Annual Objectives • The purpose of this step is to formulate objectives consistent with the goals and strategies of the strategic plan. • Objectives are specific, concrete, measurable statements of what will be done to achieve a goal generally within a one-year time frame. • Objectives include answers to the following questions: Who, will accomplish what, by when, and how will we measure the outcomes or results of the activity. • objectives should be "SMART" --Specific, Measurable, Ambitious but Attainable, Relevant (contributing to the school’s vision), and Time-based (we'll do X over the next Y years).
Annual Objectives • Example • After three months, the kinder students will be able to read CVC blends during performance-based spot checks.
Effective Strategic Planning Practice • First, establishment of a strategic planning committee. If the division is serious about strategic planning (and it needs to be!), it will establish a strategic planning committee. • Second, there needs to be a thorough and shared understanding of strategic planning. The term “strategic planning” is sometimes used to describe a range of planning activities. It is important that the process is looked upon in the same way by board, staff and other participants in the nonprofit strategic planning process.
Effective Strategic Planning Practice • There also needs to be agreement on outcomes. While it is true that the expected outcome of most strategic planning processes is a strategic plan document, it is also important to discuss and eventually agree upon other expected outcomes. • There needs to be real commitment to the process on the part of leadership. While there is no one right way to do strategic planning, whatever approach the board chooses will involve time, energy and careful thinking.
Effective Strategic Planning Practice • There also needs to be involvement of many. In order to be effective, strategic planning must involve individuals representing all constituencies of the division: staff, constituents, funders and donors, as well as other key community supporters.
Effective Strategic Planning Practice • Finally, the strategic plan needs to be translated into concrete detailed plans of action. – Involvement in an isolated strategic planning exercise or a one shot planning retreat is not sufficient. – Strategic planning needs to lead to specific objectives which include clear evaluation measures, set on an annual basis by staff, the board of directors and the board’s own committees. – This commitment to implementation will also help to ensure that the majority of the board’s time and energy is in alignment with the mission, vision, and goals and strategies contained in the strategic plan.
Activity #3 • Create Objectives and strategies

More Related Content

Strategic Planning

  • 2. Advance Organizer • Definition of the strategic plan • Creating a strategic plan • Framework in organizational planning
  • 3. Strategic Planning • What is strategic planning? • Why we do strategic planning? • Characteristics of a good strategic plan • Who should do it?
  • 4. Strategic Planning • Process of defining strategy, or direction, and making decisions on allocating resources to pursue this strategy, including its capital and people. • Process to establish priorities, on what the school division will accomplish in the school year. • The school division and district develop the choices on what, it will do and it will not do.
  • 5. Strategic Planning What Is A Strategic Plan?  Is a road map or course of action for achieving desired results;  Should be laid out before the first steps are taken;  Is typically developed by committee; and  Plays a vital role in seeking funding.
  • 6. Why strategic planning? • Planning: If you fail to plan, you plan to fail! Be proactive about the future. • Performance: Strategic planning improves performance. • Reliability: Counter excessive inward and short-term thinking. • Solve major issues at a macro level. • Communicate to everyone what is most important.
  • 7. A good strategic plan should:
  • 8. Who should do it? • Regional Director • Schools Divisions’ Superintendent • District Supervisor • School Heads
  • 9. Strategic Planning Where Do I Begin?  Work with designated members to decide the future of the organization;  Get inside the members’ minds and know what they are really thinking and want; and  Do a survey or task representatives to bring the knowledge to the table.
  • 10. Strategic Planning How Do I Get Others On Board?  Start early by speaking to designated participants who will have input into the decision-making process;  Share reports and other objective data with the committee;  Divorce personalities from the discussion; and  Position the strategic plan as neutral and truthful based on member’s feedback.
  • 11. Strategic Planning Tips for Effective Strategic Plans!  Work in a neutral environment;  Allow time for group interaction:  In the form of a group activity  Build a sense of teamwork and create an environment where laughter and conversation flow freely.  Eliminate distractions; and  Develop a plan with clear action items.
  • 13. Steps • STEP 1: INFORMATION GATHERING AND ANALYSIS: EXTERNAL ASSESSMENT, INTERNAL ASSESSMENT, and MARKET ASSESSMENT • STEP 2: IDENTIFICATION OF CRITICAL ISSUES FACING THE ORGANIZATION • STEP 3: DEVELOPMENT OF A STRATEGIC VISION STATEMENT THAT SETS FUTURE DIRECTION FOR THE AGENCY • STEP 4: MISSION STATEMENT REVIEW/REVISION • STEP 5: DEVELOPMENT OF STRATEGIC GOALS • STEP 6: FORMULATION OF STRATEGIES FOR EACH GOAL • STEP 7: PREPARATION FOR OPERATIONAL PLANNING BASED ON THE STRATEGIC PLAN (DEVELOPING ANNUAL OBJECTIVES)
  • 14. External Assessment • Identify and assess changes and trends in the world around the education will likely to have a significant impact on it over the next 5-10 years. • Look at political, economic, technological, social, lifestyle, demographic, competitive, regulatory and broad philanthropic trends. • Ex. increased interest in supporting school reform, change efforts by foundations serving needs of low-income children and families
  • 15. Internal Assessment Assessment • To assess internal structure, process and operations of the division/district and based on this assessment, to pinpoint strengths and weaknesses. • Areas examined include personnel, fund-raising, physical facilities, equipment, use of technology, location, financial condition, management practices, governance, programs, products and services, and other factors.
  • 17. Strengths • Internal in nature • Tangible strengths: Growth in student enrollment, Increase in funding from LGU, increasing NAT rates, decreasing drop out rates • Intangible strengths: Good leaders, excellent teachers,
  • 18. Weakness • Internal in nature • Things that prevent you to do what you really want to do. • Insufficient resources, poor student performance, limited funds, lack of good leadership
  • 19. Opportunities • External in nature • Potential areas of growth and high performance] • Large population of school children, best economic conditions, satisfied parents
  • 20. Threats • External in nature • Challenges confronting the division/district • Bad press coverage, parents not participating, changes in regulations
  • 21. Activity #1 • Conduct Internal and External Assessment • Use the assessment in conducting SWOT Analysis
  • 22. Step 2 - Identification Of Critical Strategic Issues, Choices And Challenges • Critical issues are fundamental policy or program concerns that define the most important situations and choices a division faces now and in the future. • Critical issues can reflect long-standing problems in the division, the community served or recent events that are anticipated to have a significant impact on the schools and/or community served.
  • 23. Critical strategic issues • Reflect on the following: • The external changes and trends having the greatest positive and/or negative impact on the schools . . . • Major changes and trends in the needs, perceptions and service expectations of our students and constituencies . . . • Internal strengths and weaknesses of the school that will seem to have an impact on the school’s future success . . .
  • 24. Critical strategic issues • Examples of critical issues • What should the balance be between the public schools versus private schools on achievement test results? • How should the public schools diversify its instruction? • Should the public schools expand its instruction and facilities in support for better student learning? • How can we improve instruction to advance learning of students?
  • 25. Activity #2 • List down 1 critical issue. Use your SWOT information.
  • 26. Step 3 - Development Of A Strategic Vision Statement • The vision statement describes what we want the schools to look like in ideal terms in the future - the results we will be achieving and characteristics the school will need to possess in order to achieve those results. • The strategic vision statement provides direction and inspiration for goal setting.
  • 27. Vision statement • Through the vision statement, the school describes how it intends to respond to the major challenges expressed in the form of critical strategic issues.
  • 28. Step 4 - Development Of A Mission Statement • The mission statement is a broad description of what we do, with/for whom we do it, our distinctive competence, and WHY we do it (our ultimate end). • If a mission statement already exists, the focus of this step is on reviewing it in light of the emerging vision statement and if necessary revising the language.
  • 29. Mission Statement • Reviewing the mission: – Is the mission statement clear and on target in today's operating environment? – Do you have any specific questions or concerns with respect to the mission statement? – Does the mission statement duplicate the mission of any other school? If so, what should we do about it? – Considering the answers to these questions, how, if at all, should the mission statement be changed?
  • 30. Example of Mission statements • NASA: To explore the universe and search for life and to inspire the next generation explorers • Walt Disney: To make people happy.
  • 31. Step 5 - Development Of Strategic Goal Statements • Strategic goals are broad statements of what the nonprofit hopes to achieve in the next 3 years. • Goals focus on outcomes or results and are qualitative in nature. • Often goal statements flow from some of the critical issue statements developed earlier in the planning process.
  • 32. Strategic goals • Examples of goals for the school: • Continuously increase students achievement rates in all subject areas. • Improve teachers instruction in order to support student achievement growth. • Forge strategic alliances with the community to advance students achievement.
  • 33. Step 6 - Development Of Strategies For Each Goal • Strategies are statements of major approach or method for attaining goals and resolving specific issues. • Ideas for strategy emerge from the earlier internal, external and market assessments, -- especially the strengths and weaknesses identified in the internal assessment as well as the implications statements developed as part of the market and external assessments.
  • 34. Strategies for goals • A strategy is judged potentially effective if it does one or more of the following: – Takes advantage of environmental opportunities – Defends against environmental threats – Leverages organizational competencies – Corrects organizational shortcomings – Offers some basis for future competitive advantage – Counteracts forces eroding current competitive position
  • 35. Strategies for goals • example Goals Strategy Continuously increase students achievement rates in all subject areas. •Provide books and materials to the students before the school year starts •Provide a tablet for each child •Conduct monthly parental involvement sessions Improve teachers instruction in order to support student achievement growth. •Training and seminar for a teacher 4 times a year •Formative assessment of teachers performance Forge strategic alliances with the community to advance students achievement. •Parents are tapped to teach TLE lessons •Companies are asked to donate computers and books
  • 36. Step 7 - Development Of Annual Objectives • The purpose of this step is to formulate objectives consistent with the goals and strategies of the strategic plan. • Objectives are specific, concrete, measurable statements of what will be done to achieve a goal generally within a one-year time frame. • Objectives include answers to the following questions: Who, will accomplish what, by when, and how will we measure the outcomes or results of the activity. • objectives should be "SMART" --Specific, Measurable, Ambitious but Attainable, Relevant (contributing to the school’s vision), and Time-based (we'll do X over the next Y years).
  • 37. Annual Objectives • Example • After three months, the kinder students will be able to read CVC blends during performance-based spot checks.
  • 38. Effective Strategic Planning Practice • First, establishment of a strategic planning committee. If the division is serious about strategic planning (and it needs to be!), it will establish a strategic planning committee. • Second, there needs to be a thorough and shared understanding of strategic planning. The term “strategic planning” is sometimes used to describe a range of planning activities. It is important that the process is looked upon in the same way by board, staff and other participants in the nonprofit strategic planning process.
  • 39. Effective Strategic Planning Practice • There also needs to be agreement on outcomes. While it is true that the expected outcome of most strategic planning processes is a strategic plan document, it is also important to discuss and eventually agree upon other expected outcomes. • There needs to be real commitment to the process on the part of leadership. While there is no one right way to do strategic planning, whatever approach the board chooses will involve time, energy and careful thinking.
  • 40. Effective Strategic Planning Practice • There also needs to be involvement of many. In order to be effective, strategic planning must involve individuals representing all constituencies of the division: staff, constituents, funders and donors, as well as other key community supporters.
  • 41. Effective Strategic Planning Practice • Finally, the strategic plan needs to be translated into concrete detailed plans of action. – Involvement in an isolated strategic planning exercise or a one shot planning retreat is not sufficient. – Strategic planning needs to lead to specific objectives which include clear evaluation measures, set on an annual basis by staff, the board of directors and the board’s own committees. – This commitment to implementation will also help to ensure that the majority of the board’s time and energy is in alignment with the mission, vision, and goals and strategies contained in the strategic plan.
  • 42. Activity #3 • Create Objectives and strategies