Creating and Implementing Strategic Plans That Work ASSOCIATION OF INDEPENDENT SCHOOLS OF SA W9RKING WITH THE BOARD ‘Implementing Strategic Plans That Work’ May 2011 ASSOCIATION OF INDEPENDENT SCHOOLS OF SA W9RKING WITH THE BOARD ‘Implementing Strategic Plans That Work’ May 2011

VISION BELIEVE PLAN DEVELOPSUCCEED Taking Control of Your Destiny “ “The future is not some place we are going, but one we are creating. The paths to it are not found but made, and the activity of making them changes both the maker and the destination.” J. SCHAAR “i finally understood that to keep moving forward you not only have to look to the future you have to inhabit the future.” G. RODRIGUEZ “The trouble with planning is that it is analytic, bloodless and has no life. The truly successful organisation of the future will have soul. You can’t energise people or earn their support unless the organisation they are committing has a soul.” R. HASS

VISION BELIEVE PLAN DEVELOPSUCCEED Taking Control of Your Destiny “ “Good businesses leaders create a vision, articulate the vision and relentlessly drive it to completion.” K. BLANCHARD “The only way to sustain competitive advantage is to ensure your organisation is learning faster than the competitor” “A. De GEUS “If you want to mange someone start with yourself. Do that well and you are ready to stop managing and start leading.” W. BENNIS “

VISION BELIEVE PLAN DEVELOPSUCCEED Taking Control of Your Own Destiny “ “Leadership: The art of getting someone else to do something you want done because they want to do it.” D EISENHOWER “If you want one year of prosperity, grow grain. If you want ten years of prosperity, grow trees. If you want 100 years f prosperity, grow people.” CHINESE PROVERB “Keeping people inspired and motivated to work towards a goal requires a line of sight between the things we ask them to do and the vision - they need to see that there is purpose to that effort.” G. VAHLIS

VISION A picture of a successful and sustainable business to which all stakeholders relate CULTURE The collective beliefs, values and behaviours that support the vision and each strategy RELATIONSHIPS The collaboration / teamwork that is necessary ti achieve each goal PEOPLE The knowledge, skills and commitment required by people to do their individual tasks STRATEGY Areas in which results must be achieved to enable the vision Finance Capable People Information Operations GOALS The specific targets that people must achieve for each strategy” TASKS The specific jobs that will be done to achieve each goal  Strategic; Business; Operational Planning Processes PRIMARY or LAG INDICATORS Related to outcome statements that reflect the organisation’s vision and strategies SECONDARY or LEAD INDICATORS Related to the achievement of business / work goals and stated in either or both process and outcome terms TERTIARY or LEAD INDICATORS Related to individual performance and stated in either or both process and outcome terms ENABLING THE VISION TO BE ACHIEVED

VISIONARY PLANNING Given the environment in which we operate, where do we see ourselves going? - assumptions about what is true (beliefs) What values do we think are important? - what we think is important enough to want to put our energy into STRATEGY PLANNING In what areas do we need to get results? What resources will we need? How will we measure our success? ACTION PLANNING What do we need to do on a day to day basis? Who will do it? What support will they need?

The Planning Process not a technique – a compete way of running our ‘business’ defines what they are trying to achieve, what obstacles they will face, how they will achieve their goals, what resources they will need and how to make it all happen plan the process and be prepared to be flexible as it evolves. It takes time challenge yourselves consult, engage, communicate commit to it – not just be involved don’t over analyse! give people the capacity to implement

The Planning Process - Key Elements Develop the Vision/Mission aligns appeals to all stakeholders describes picture of success -Inspires – head & heart begins the process of setting concrete strategies, goals and tasks provides a ‘line of sight’ drives - self fulfilling prophecy creates a sense of urgency

The Planning Process - Key Elements Develop Strategy the ‘game plan’ – KRA’s high level outcomes Develop Goals specific targets that deliver on each key Strategy Develop Tasks/Actions specific short term activities Includes what do we need to do more of, less of, keep doing, start doing, stop doing measurable and have deadlines

The Planning Process - Key Elements Develop Financial Plan financial underpinnings what resources needed in the budget and plans of actions we are going to take Evaluation how we are going to asses our progress Some Useful Tools STEEP SWOT Environmental sensing Inter-relationship diagrams Force Field Analysis Surveys etc