“If you don’t know where you are going any road can take you there” (Carrol, 1865). I have used this quote many times as a leader when referring to the importance of setting goals. Today, it is easy for a school district to “take the wrong road” due to the number of misaligned goals in a school district. The average school district will have Board goals, District goals, school goals, goals attached to individual evaluations, department or grade level goals, professional learning goals and on and on. It is more important than ever to create a school district plan that provides a clear direction for every stakeholder in the district. Many espouse the use of a strategic planning process to provide a clear direction and what is expected of the district in the future.
What is strategic planning?
Strategic planning is a collaborative effort to develop a plan that will allow the organization to improve and change with the times. According to O’Brien (1991), strategic planning involves defining the district’s mission and developing strategies and plans to align resources that will allow the district to achieve the mission. The mission that is developed by all stakeholders represents what you want the district to be in the future, not what the district is currently.
Strategic planning is a process to promote positive change that many areas utilize including the military and corporate sector (Rutherford, 2009). The difference between those sectors and education is the collaboration needed from all stakeholders. When you obtain input from all stakeholders you can easily determine if the proposed changes are technically workable, acceptable by all parties, and that it fits the district’s core values. It is important that the process is initiated by aligning the core values with what each stakeholder would like the district to be in the future, the mission.
Every person counts!
Taking the time to explore personal values to determine what is important to each individual is a necessary exercise. Each stakeholder, students, parents, teachers, paraprofessionals, custodians, maintenance, administrators, municipal authorities, taxpayers, look at the school district through a different lens, but the beliefs and core values may be similar. If the core values, sometimes referred to as beliefs, do not represent the feelings of all stakeholders the plan will lack buy-in and commitment. If the values and beliefs are not important to each individual they cannot commit to a plan that is not important to them individually (Kouzes & Posner, 2010). It is important to allow every person to have a voice in the process if you want to create true positive change for the district.
Are you ready?
The research indicates that the process of strategic planning will not be successful if the district is not “ready”(Rutherford, 2009). Readiness is defined by a commitment from the stakeholders. This emphasizes the need for preliminary activities that allow for stakeholder collaboration to determine common beliefs and values individually and collectively. The Rutherford (2009) study uncovered this finding comparing two schools in the same district. The difference between the success of one school and the lack of success within another was the lack of commitment as a result of not reaching consensus during preliminary activities. This finding emphasizes the importance of stakeholder involvement from the beginning of the process. The time invested is worth it as you will develop pride in the school district that will last forever.
Secret to success ….
As previously stated the stakeholder buy-in and commitment is crucial for success according to the research. After stakeholders take their own time to get involved in the process they want to see results. That emphasizes the implementation phase of the process. The phase of the process that is most important is the implementation phase. Dr. Bill Cook, one of the founding fathers of strategic planning in education, believes that the implementation phase is crucial (Cook, 1988). In addition, Nebgen (1991) believes that communicating the progress of implementation was crucial in her district. Many districts put in the time on the front end developing the mission, beliefs, goals, strategies, and action plans, but the document sits on a shelf collecting dust during the most important time … implementation.
The process of strategic planning has been around for a long time, but a few things are consistent and important. First, the plan will give the district a clear direction and confidence to choose the correct fork in the road, unlike Alice. Second, every stakeholder has a voice in the process, as it is a truly collaborative exercise. Last, the implementation phase is the most important phase where the actual improvement and positive change occurs.
Do you know of a better method of school change?
Carroll, L. (2012). Alice’s adventures in wonderland. Random House.
Cook Jr, W. J. (1988). Bill Cook’s Strategic Planning for America’s Schools. Publications, American Association of School Administrators, 1801 North Moore Street, Arlington, VA 22209-9988 (Stock No. 021-00235; $19.95)..
Kouzes, J. M., & Posner, B. Z. (2010). The truth about leadership: The no-fads, heart-of-the-matter facts you need to know. John Wiley & Sons.
Nebgen, M., (1991). The key to success in strategic planning. ASCD.
OBrien, P. (1991). Strategic planning and management for organization. In R. Carlson and G. Awkerman
(Ed.), Educational Planning: Concepts, Strategies, Practices. New York: Longman.
Rutherford, C. (2009). Planning to change: Strategic planning and comprehensive school reform. Educational Planning, 18(1), 1-10.
Nebgen, M., (1991). The key to success in strategic planning. ASCD.