session one definition purpose function and process of strategic planning notes and slides
DESCRIPTION
Educational Strategic PlanningTRANSCRIPT
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Strategic Planning for Schools
A complete and practical guide to establishing a
strategic plan for your school
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What this guide contains
Based on sound management principles
Developed for schools Contains key issues needed to
create a strategic plan Presentation slides and explanation
notes and exercises for workshops.
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Strategic Planning
Chapter One.Definition, Purpose, Function
and Process
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What is Strategic Planning?
The word ‘strategy’ comes from the Greek. It refers to: “The office of the General”…
Therefore the concept of Strategy is about planning and attaining objectives
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Why do we Strategically Plan? To allow many to join the process of
achieving the goals TEAM DEVELOPMENT
To ensure the goals are well planned To ensure that there is a process to
achieve the goals that is realistic.Underlying Strategic planning is the belief
that if you plan you will achieve more than if you don’t plan
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The Outcome of Not Planning?
Teams are impossible to create Coordination is difficult In the worst case situations there can
be significant factional division New Board member question directions and
decisions because they were not planned Little planning leads to poor articulation of
decisions
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The ‘Strategic Plan’ players:The Sponsors The Board The Head
Their staff and senior staff Key donors Key school groups: P&F, Old Scholars Most ‘strategic plans’ are created as a result of the
interaction and decision making that emerges from these groups.
The Head is usually crucial in presenting to the Board the Vision they have for the ‘strategic plan’ and its implementation.
The Board will ensure that the process is thorough and judge its Visionary quality for the school.
The Board will consider the resources implications and whether the future of the school will be secured by the ‘strategic plan’.
The best ‘strategic plans’ become the Head and the Board’s and is also that of the wider school community
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The Board as Sponsor
They should play as a single voice in the context of The ownership The school long term interests The interests of the Board as
represented at the timeWHICH IS DOMINANT IS IMPORTANT
TO KNOW!!
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The Head as Sponsor
The Head Plays in the context of: Long term interests of the school Long term interests of education Short term educational needs Building preferences Pressure from the Board
ESSENTIAL TO KNOW THE KEY INFLUENCES
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Key Donors as Sponsors
They can change the priorities of a school through the donation of money
They can influence key groups in the school to create a political need
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Key School Groups as Sponsors
They can create agendas that influence strategic plans They can have great pet projects! When is influence distortion? When is interest narrow and
destructive or creative and enhancing??
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The Strategic Environment
Educational Objectives / Visions What are they? Agree on what to pursue and what not to develop within the school’s
strategic future Political Environment
Old Scholars and Key pressure groups Board Individuals: the Headmaster’s perspective
Leadership Environment Head’s Visions Chair ambitions Board Senior staff
The Financial Environment What can we afford to do? Give a Number. Develop the time line for the implementation of the Strategic plan
1 10WHERE ARE YOU?
SUCCESS CONTINUMN??
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Success in the Strategic Environment
Sociability (the essential Board attribute to ensure success)
Focus on resolving problems Order of problem solving Crisis management of arising problems Confidence in problem solving
Understanding of the School environment and how it works!!
PROBLEM SOLVING ABILITY
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Strategic planning framework: assessing the starting points
Define context and intended outcomes……. Growth pathway or sustainable
programmes pathway
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Understanding the objectives of Strategic Planning will help you evaluate success
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AIM FOR THE ISSUES THAT IMPACT ON THE
KEY PARTS OF THE SCHOOL
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Students and their achievement
Relationships in the school
Reporting within the school
School Initiatives
School Reputation
Academic
PastoralSpiritual
Cultural
Sporting
Staff to Students Staff to Parents
Staff to StaffStudents to Students
Written
OralTo Parents
To Students
To other Staff
Personal Professional
DepartmentalProgramme
School
Specific Image Community perception
Vision and Mission
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AIM TO DEVELOP THE SCHOOL ACROSS THE RANGE OF FUTURE PERSPECTIVES
ORGANIZATIONAL
OPERATIONAL
ORGANIZATIONAL
VISION
MISSION
MANAGEMENT
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Core Dimension / Perspective
Management (operational)
Mission (organizational)
Vision (societal)
Student Achievement
Relationships
Reporting
Initiatives
ReputationThe school S
trategic
Plan
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Strategic planning: assessing the starting points – external issues External to the school there may be some
important strategic planning matters Associations that the school belongs to may be
in need of reflection. These may include: Sporting and Academic associations
Any new associations or groups that need to be joined or created
What should be participated in at the wider than local school level
Active participation in Independent school associations
Political debate Funding debate Litigious matters
Decide who and how much time
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The Strategic Roadmap
DirectionIdentification of projects
Funding
ImplementationTHE SCHOOL S
TRATEGIC
PLAN
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Establishing the Criteria that will guide your Strategic Plan
Core Dimensions of the School (The Drivers of Performance)
Embed Your Core (Foundation) Values In Real School Activity
Student achievement We value….
Relationships We value ….
Reporting (Communications) We value…
Initiatives We value….
Reputation We value ….
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Getting Started 1 At Board level: Pass a minute about developing the Strategic
Plan a.s.a.p. Develop a policy about the Strategic Plan
Purpose, scope, intent. Define the expected quality of the school you want
to see develop Appoint the Management Committee Define a budget Allocate a time expectation
These are your evaluation criteria
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Getting Started 2
Select a Planning Team to coordinate the Strategic Planning process Suggest
Head Finance Director Board Representative
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Getting Started 3
Appoint tactical support Suggest
Architect with Master Planning capacity and with appropriate design brief
Should include design preferences eg contextual architecture and modern interiors; building standards for 100 years of school use
Consultant engineers
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Getting Started 4 Establish a line of communications with
the Local Council Refine the school connections to local gov’t Defining and refining the school’s aspirations
with the local council is never complete. Appoint a person responsible. Brief and wheel out the Head frequently. Invite Local Council member frequently to the
school Write articles for the local press frequently. At
least once a week. Share Master Plan with the local council
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Core Dimension / Perspective
Management (operational)
Mission (organizational)
Vision (societal)
Student Achievement
Relationships
Reporting
Initiatives
Reputation The school Strategic
Plan
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The Strategic Scaffold: Level One
The Strategy: A clear statement about what we want to
achieve Broad Initiatives
Indicate what we will do to achieve the Strategy Resources
Money,Time, Skill development Evaluation Criteria
Knowing you are on track and being successful