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Strategic Planning

Strategic Planning. Efficient and Effective. The Planning “Landscape”. Focus groups of parents, students, faculty, staff, board and alumni Focus groups of business, diplomatic and other important communities Focus group of neighbors Focus groups of sending schools and receiving schools

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Strategic Planning

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  1. Strategic Planning Efficient and Effective

  2. The Planning “Landscape” • Focus groups of parents, students, faculty, staff, board and alumni • Focus groups of business, diplomatic and other important communities • Focus group of neighbors • Focus groups of sending schools and receiving schools • Focus group of competitors • Surveys? of parents? graduates? staff? Students? Pros and cons of surveys • Data on Competitive Positioning in the Community

  3. Workshop Participants • Board AND • Management team? • Key faculty? • Influential parents? • Current older students or graduates? • Important outsiders?

  4. Workshop Step 1: Mission Clarity • Clarity of mission, rooted in tradition • Shifts in mission based on changes to the external environment and the internal culture • Reinterpretation of mission based on new leadership at head or board level • Clarity of mission as needed by constituents and the local market • Agreement on key mission words or phrase

  5. Data Presentation in Workshop • Repeating themes (strategic challenges) from focus groups, interviews and other data • Emerging patterns from key themes • Outlier patterns • Warning signals • Confirmation of Board/Management Goals....or Not? • How do the above compare to similar schools regionally and internationally

  6. Voting Process • Vote on top 4-7 strategic challenges or goals • Assign those items to small discussion groups • Groups discuss rank order and why • Groups discuss possible budget implications • Groups discuss possible time lines for beginning and completing strategic goals • Groups discuss potential action plan examples

  7. Groups Present in “Competitive” Format • A group facilitator presents for his/her group • Top items ranked and defined by budget, timetable and preliminary action plans • Each group given some leeway to move outside top five chosen, to revisit the original list or go outside of entire list • Each person votes again BOTH on theme and best group presentation

  8. Synthesis of Results • Chair and Head summarize privately • Chair and Head present results

  9. Preliminary Action Plans and KPI’s • Groups are formed around top 4-7 strategic priorities with highest votes • Groups discuss again each priority and begin to formulate 4 to 6 action plans • Groups discuss at least two Key Performance Indicators for each action plan

  10. Groups Report Back • Participants respond, make suggestions, "up" or "down" on action plans or send back for further discussion • Summary of Agreement

  11. End Result • Entire process takes 4 to 6 hours with possible second day for more work on action plans and KPI's • Strategic Plan written for public consumption by consultant or insider

  12. Key Elements of All Plans • Financial Strengths and Weaknesses: enrollment, fund raising, surplus, profit centers, etc • Staff quality, accountability, evaluation and compensation • Plant needs • Curriculum needs or shifts • Marketing for competitive advantage • Risk assessments: staff, law suits, local government and policies, Internet, Discipline, personnel policies, Face Book, etc.

  13. Global Issues - Local Solutions John C. Littleford 1-800-69-TEACH John@JLittleford.com www.JLittleford.com Confidential: Intellectual Property of Littleford & Associates

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