Strategic Planning

1. Strategic Planning Training Modules DENISE INTROS WORKSHOPDENISE INTROS WORKSHOP

2. 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. RODROD

3. 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. RODROD

4. The Strategic Planning Team 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). DENISEDENISE

5. 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 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. ROD Our values about strategic planning: An school�s chance of success is greater if the leadership of the school has a strategic plan. Over the long term, being intentional and strategic about the work of the organization will accomplish more than being only reactive and opportunistic. A school�s chance of success is greater if the leadership commit to building a vision of success which is shared among board, staff, and other community members. An inclusive strategic planning process is an excellent way to develop a strategic plan and to build broad-based commitment and share vision. II. Benefits of Strategic Planning: Focus on the mission - All stakeholders know our mission and goals � broad based commitment to share vision should be built. - Keeps board members focused on their proper role of long range planning and development of policy Efficient allocation of time and resources - All resources are geared toward a specific plan Better decision making - Expertise of professionals and board interaction generates a greater selection of strategiesROD Our values about strategic planning: An school�s chance of success is greater if the leadership of the school has a strategic plan. Over the long term, being intentional and strategic about the work of the organization will accomplish more than being only reactive and opportunistic. A school�s chance of success is greater if the leadership commit to building a vision of success which is shared among board, staff, and other community members. An inclusive strategic planning process is an excellent way to develop a strategic plan and to build broad-based commitment and share vision. II. Benefits of Strategic Planning: Focus on the mission - All stakeholders know our mission and goals � broad based commitment to share vision should be built. - Keeps board members focused on their proper role of long range planning and development of policy Efficient allocation of time and resources - All resources are geared toward a specific plan Better decision making - Expertise of professionals and board interaction generates a greater selection of strategies

6. 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 DENISE Evaluation tool - Evaluation of the leadership and management effectiveness of the principal. - Evaluation of the boards effectiveness Continuity and survival - Ensures longevity of the school through stable direction and management. (Discuss issues with charter schools and the District) If stakeholders are included in the process � shared mission, commitment and goals will be fostered. School Improvement Plan � Strategic Plan is the school improvement plan. Strategic Planning is a critical management tool that will help the organization do a better job! DENISE Evaluation tool - Evaluation of the leadership and management effectiveness of the principal. - Evaluation of the boards effectiveness Continuity and survival - Ensures longevity of the school through stable direction and management. (Discuss issues with charter schools and the District) If stakeholders are included in the process � shared mission, commitment and goals will be fostered. School Improvement Plan � Strategic Plan is the school improvement plan. Strategic Planning is a critical management tool that will help the organization do a better job!

7. 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. RODROD

8. ROD Process of Strategic Planning - Overview To get a good grasp of the process we have provided a Process Flow Model. This provides a good graphical overview of the process so that when you begin to do your Strategic Planning you have something to refer to for the overall process. This Process Flow Model is adapted from your typical Strategic Planning models. This has been modified to fit our needs as a charter school or non-profit entity recognizing that we are not in a typical competitive situation. Both reciprocal and sequential in nature Not elements require equal time each time you go through the process. What is important about learning the process is to apply the basic sequence to your situation. We all have a good idea of what a Vision and Mission Statement is although we will discuss this a little more. But what can often happen is that an organization jumps right from its mission statement to its long-term objectives before it takes a look at its external environment and its internal capabilities. This process is what we call a SWOT Analysis. Critical in the process. Rod will be talking about this coming up. Formulation/Implementation The dynamic process goes down through the Operating or Functional Strategies Policies make certain strategies permanent. External and internal environment analysis provides the reality base. ROD Process of Strategic Planning - Overview To get a good grasp of the process we have provided a Process Flow Model. This provides a good graphical overview of the process so that when you begin to do your Strategic Planning you have something to refer to for the overall process. This Process Flow Model is adapted from your typical Strategic Planning models. This has been modified to fit our needs as a charter school or non-profit entity recognizing that we are not in a typical competitive situation. Both reciprocal and sequential in nature Not elements require equal time each time you go through the process. What is important about learning the process is to apply the basic sequence to your situation. We all have a good idea of what a Vision and Mission Statement is although we will discuss this a little more. But what can often happen is that an organization jumps right from its mission statement to its long-term objectives before it takes a look at its external environment and its internal capabilities. This process is what we call a SWOT Analysis. Critical in the process. Rod will be talking about this coming up. Formulation/Implementation The dynamic process goes down through the Operating or Functional Strategies Policies make certain strategies permanent. External and internal environment analysis provides the reality base.

9. 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. DENISE Planning Tips for Success: Tip1: Focus on the important issues during the planning process. This will help you get the most value out of your effort. Remember, the plan doesn�t have to run the country � it can be simple. You can build on it later. Tip2: Produce a workable document. A useful strategic plan can be a few pages long. It can be written at the end of a one-day board retreat. It doesn�t have to be polished, it doesn�t have to be pretty, but a document is a symbol of accomplishment and a guide for action. Tip3: Generate the level of detail that is motivating � not burdensome. Tip 4: Begin with a simple plan. Make it useful.DENISE Planning Tips for Success: Tip1: Focus on the important issues during the planning process. This will help you get the most value out of your effort. Remember, the plan doesn�t have to run the country � it can be simple. You can build on it later. Tip2: Produce a workable document. A useful strategic plan can be a few pages long. It can be written at the end of a one-day board retreat. It doesn�t have to be polished, it doesn�t have to be pretty, but a document is a symbol of accomplishment and a guide for action. Tip3: Generate the level of detail that is motivating � not burdensome. Tip 4: Begin with a simple plan. Make it useful.

10. 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. ROD The model characterizes strategy formulation as consisting of the activities listed above the line. Vision Statement is �Our Dream.� It is what we want to achieve. It is our views about what activities the organization intends to pursue and the long-term course it charts for the future. Who we are, what we do, and where we are headed. Our vision should arouse a strong sense of organizational purpose, build pride, and induce stakeholder buy-in. Mission �Why we are in business.� The fundamental purpose that sets us apart from others. Our unique purpose, our area of emphasis, and reflects our values and priorities. External Environment Social Factors - Dissatisfaction with public education has brought about demand for charters. Safety and crime issues Political Factors - Political environment will affect our charters Competitive Environment - With waiting lists are we in a competitive environment? High Schools. Economies of scale Customers - What clientele are we serving. Core subject/Experiential Human Resource/Labor Market - School Profile - an analysis of our organization Long-term objectives are statements of the results an organization seeks to achieve over a specified period, typically five years. ROD The model characterizes strategy formulation as consisting of the activities listed above the line. Vision Statement is �Our Dream.� It is what we want to achieve. It is our views about what activities the organization intends to pursue and the long-term course it charts for the future. Who we are, what we do, and where we are headed. Our vision should arouse a strong sense of organizational purpose, build pride, and induce stakeholder buy-in. Mission �Why we are in business.� The fundamental purpose that sets us apart from others. Our unique purpose, our area of emphasis, and reflects our values and priorities. External Environment Social Factors - Dissatisfaction with public education has brought about demand for charters. Safety and crime issues Political Factors - Political environment will affect our charters Competitive Environment - With waiting lists are we in a competitive environment? High Schools. Economies of scale Customers - What clientele are we serving. Core subject/Experiential Human Resource/Labor Market - School Profile - an analysis of our organization Long-term objectives are statements of the results an organization seeks to achieve over a specified period, typically five years.

11. 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 DENISE Look at the organization from the outside � as a whole. Objectively!! Views may differ, but talk about that!DENISE Look at the organization from the outside � as a whole. Objectively!! Views may differ, but talk about that!

12. RODROD

13. 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. DENISE Qualities of Long-Term Objectives:1 Acceptable - 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 motivating. Challenging enough but not so high that they frustrate the group. Suitable - They should agree with the vision and mission. Achievable - If they are not achievable, they are demotivatingDENISE Qualities of Long-Term Objectives:1 Acceptable - 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 motivating. Challenging enough but not so high that they frustrate the group. Suitable - They should agree with the vision and mission. Achievable - If they are not achievable, they are demotivating

14. 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 ROD The last part of Strategy Formulation is setting your long term objectives. Once again, as the Strategic Planning process is dynamic there are qualities of Long-Term Objectives that are important to keep in mind JA Schools has identified some broad areas that we focus our long-term objectives within. They are: Board of Directors Development and Strengthening - Focus on things that will make us more effective - Training, Board Visit Days, Reading materials, Improving communication to constituency, Policies manual Educ. Program Objectives - Continuing education through 12th grade, Achievements, Standards and Assessments, Coordinated Humanities, Exit Proficiencies Staff Growth and Professional Development - Staff Training in Standards and Assessments, Charter Conferences, Teacher Evaluations, Professional Development Plan Facility Development and Improvements - How do we make our facilities better to support our educational program Financial Viability to Support our program - How are we going to develop the strong Science program we conceived of. Grants, lobbying Other Program Objectives - Library, Technology, Extracurricular Activities, School Pride Organizational Objectives - Administration, Policies, Personnel Benefits, Streamlining organization etc. ROD The last part of Strategy Formulation is setting your long term objectives. Once again, as the Strategic Planning process is dynamic there are qualities of Long-Term Objectives that are important to keep in mind JA Schools has identified some broad areas that we focus our long-term objectives within. They are: Board of Directors Development and Strengthening - Focus on things that will make us more effective - Training, Board Visit Days, Reading materials, Improving communication to constituency, Policies manual Educ. Program Objectives - Continuing education through 12th grade, Achievements, Standards and Assessments, Coordinated Humanities, Exit Proficiencies Staff Growth and Professional Development - Staff Training in Standards and Assessments, Charter Conferences, Teacher Evaluations, Professional Development Plan Facility Development and Improvements - How do we make our facilities better to support our educational program Financial Viability to Support our program - How are we going to develop the strong Science program we conceived of. Grants, lobbying Other Program Objectives - Library, Technology, Extracurricular Activities, School Pride Organizational Objectives - Administration, Policies, Personnel Benefits, Streamlining organization etc.

15. 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 Staff will initially follow a blanket PD plan receiving training in our school policy, classroom management, etc.

16. 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 DENISE It is in the implementation of the plan where the value of planning is evident. If the planning process ends in a plan, but provides little direction to the work of the organization, the planning process may well have been a waste of time. If, on the other hand, the planning process inspires the day to day work of the organization in the form of important reference points (values, strategic directions, and priorities) then the planning process will have had great value. Our Annual Objectives simply break down the Long-Term Objectives into manageable parts (Action oriented) - those that we can achieve over the next year. Educational Program is a good example - Math this year, Science next year. Annual Objectives must be clearly linked to one or more long term objectives. Time frame, specificity, and measurement. Functional Strategies tell us who is going to do what. To assign the strategies we need to determine the functional areas. In business we have administration, finance, personnel, production, engineering. In charter schools we have Administration, The Board, Staff, Parents (Organized by committees or through a Parent-Teacher Organization). Policies - are directives designed to guide the thinking, decisions, and actions of the functional units in implementing an organization�s strategy. They provide administration, staff, and operating units within the organization with guidelines for executing strategy. Discipline Policy - Strong character growth Institutionalization of Strategies - making the strategic plan permeate the day-to-day life of the organization.. Structure, leadership, culture, and reward systems. Our Board includes voting principals. Leadership is that of the administrator. Our culture is very much participatory. Evaluation and Control - Are we achieving what we set out to do. Making sure our execution of the strategy is on task. Done all along the way. Develop contingency plans.DENISE It is in the implementation of the plan where the value of planning is evident. If the planning process ends in a plan, but provides little direction to the work of the organization, the planning process may well have been a waste of time. If, on the other hand, the planning process inspires the day to day work of the organization in the form of important reference points (values, strategic directions, and priorities) then the planning process will have had great value. Our Annual Objectives simply break down the Long-Term Objectives into manageable parts (Action oriented) - those that we can achieve over the next year. Educational Program is a good example - Math this year, Science next year. Annual Objectives must be clearly linked to one or more long term objectives. Time frame, specificity, and measurement. Functional Strategies tell us who is going to do what. To assign the strategies we need to determine the functional areas. In business we have administration, finance, personnel, production, engineering. In charter schools we have Administration, The Board, Staff, Parents (Organized by committees or through a Parent-Teacher Organization). Policies - are directives designed to guide the thinking, decisions, and actions of the functional units in implementing an organization�s strategy. They provide administration, staff, and operating units within the organization with guidelines for executing strategy. Discipline Policy - Strong character growth Institutionalization of Strategies - making the strategic plan permeate the day-to-day life of the organization.. Structure, leadership, culture, and reward systems. Our Board includes voting principals. Leadership is that of the administrator. Our culture is very much participatory. Evaluation and Control - Are we achieving what we set out to do. Making sure our execution of the strategy is on task. Done all along the way. Develop contingency plans.

17. RODROD

18. 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. ROD Strategic plan is JA�s guiding document. Must be in place to make day-to-day operations meaningful.ROD Strategic plan is JA�s guiding document. Must be in place to make day-to-day operations meaningful.