Strategic Planning Governing Board Online Training Module

What is a Strategic Plan? A written document mapping the path to success The “recipe” to achieve the vision and mission A step-by-step guide to reach goals Contain goals, objectives, measures, and timelines Indicates parties accountable for accomplishing tasks Usually expressed in 5 to 10 year time periods

The Value Provided The value of the strategic planning process The value of using and monitoring a strategic plan The value of the strategic plan for the governing board

The Value of the Strategic Planning Process An opportunity to discuss and articulate the vision and mission Requires an examination of the school’s values, current status, and environment Develops common vocabulary for all stakeholders Empowers stakeholders to feel in control of the school’s future Proactive, not reactive

The Value of Using and Monitoring a Strategic Plan Ensures a path toward fulfilling the vision and mission Gives meaning and direction to day-to-day activities for administration and staff Establishes a value-based means of tracking process Increases the likelihood of the school’s success Builds a shared vision for all stakeholders Garners broad-based support

The Value of a Strategic Plan for the Governing Board Focus the work of the governing board Efficient allocation of time and resources Better decision-making Evaluation tool Continuity and survival Consensus and ownership School accreditation plan (improvement plan) Grant writing and fundraising

The Strategic Planning Team Keep the group small and manageable: entire governing board, principal, other key individuals Include a variety of personalities, backgrounds, and thinking styles Include others through indirect means Session leader should be neutral (not the board chair or principal)

The Strategic Planning Process Environmental Inventory Strategy Formulation Strategy Implementation The strategic plan vs. strategic thinking

Environmental Inventory The S.W.O.T. Analysis Internal Environment S – Strengths W – Weaknesses External Environment O – Opportunities T – Threats Think in terms of Competition and customers Political influences and environments Economic conditions Social impacts Technological advancements

S.W.O.T. Analysis Grid Vision statement: Utah Charter School will be a highly sought after school providing a rigorous educational program within a culture that values strong character and discipline. Students leaving our school will be college and career ready with a strong work ethic and a superior educational foundation. Mission statement: Utah Charter School will achieve its vision through implementing the Core Knowledge Curriculum utilizing project based instruction in an environment that supports strong character. In serving at-risk K - 8 students, we will provide support to students through peer counseling and mediation, one-on-one tutoring, and strong accountability requirements to keep students engaged and invested in their own education. StrengthsWeaknesses  Academically rigorous curriculum  Strong and dedicated administration and staff  Safe and disciplined environment  Steady parental involvement  Diverse, dedicated, cohesive, visionary governing board  Good reputation in the charter school community  Good technology foundation  Strong grant-writing team  Community support is strong  PTO  Open Court Math Program  Facility space constraints  Disproportionate level of parental involvement (80/20 rule) between school volunteers and PTO  Waning energy and enthusiasm  Communication at all levels  Limited library  Limited budget  Transportation  Lack of all-day kindergarten  Lack of before/after school program OpportunitiesThreats  Grants for library, textbooks, science materials, material resources  Capital campaign  Partnerships with local governmental entities for facilities-related opportunities  Facility options with current landlord and others  Professional development for staff and governing board  Continued networking with the school district for a teacher induction program  Networking with the charter school and business communities  Building strong partnerships with the PTO  Local political climate  Academically diverse student population effect on standardized test scores  Local district increase in test scores  Safety of school community due to traffic issues  Less-than-full funding compared to a district school

Strategy Formulation Examine the vision and mission statements Identify “functional areas” Examples: Governing Board, educational program, facility, finances One to three goals for each Comprehensive look at school Distributed responsibility Articulate long-term goals Manageable number of goals Five to ten year time periods

Setting Goals Understandable Acceptable Flexible Measureable Inspirational Suitable Achievable SMART Specific, Measurable, Attainable, Research-based, Time phased

Strategy Implementation Annual objectives Strategies Individuals responsible Status and schedule

The Strategic Plan Table Long Term ObjectivesAnnual ObjectivesStrategiesStatus/Schedule 1. Strengthen internal and external community relations A. Engage community relations committee B. Establish lunch/playground support C. Improve relations between governing board and families D. Provide support to PTO for planned activities A. Develop official plan for community relations B. Solicit retirees for volunteer help C. Host "Meet the governing board" functions C. Recruit parents to serve on subcommittees D. Attend PTO meetings/functions D. Include PTO on governing board meeting agendas A. Board/Ongoing B. TBD C. Ongoing D. Board 2. Continue strengthening and developing the governing board. ● improved board planning A. Improve knowledge of Roberts Rules of Order and Utah's Open & Public Meetings Act B. Attend and participate in trainings C. Review strategic plan D. Perform governing board self-evaluation E. Improve preparation for governing board meetings F. Review subcommittee needs G. Establish opportunity for team building A. Include 5-minute training at each governing board meeting B. 30-minutes board development at each meeting C. Review strategic plan quarterly at governing board meeting D. Review S.W.O.T. results E. Improve timeliness of information for board meeting packets E. Consent agenda G. Delegate responsibilities to parents A. Monthly, beginning with July 2013 meeting B. Monthly C. June of every year D. Board/Ongoing E. Chair/Ongoing F. Board/Ongoing G. August of each year 3. Develop middle school implementation plan A. Create a long-term middle school development plan that incorporates all subjects, administration, and d a discipline design model A. Present middle school plan to governing board for review and feedback A. Tim - December 2013

Documenting the Written Strategic Plan Vision and mission statements Environmental inventory results (S.W.O.T. analysis grid) The strategic plan table

Continuous Improvement Share the plan Commit to using the plan Revisit the plan Evaluate effectiveness Celebrate accomplishments

Summary Written document Comprehensive Manageable Shared Value In the existence of a plan In the development of the plan In monitoring the plan Guiding board action Proactive