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 schools values,
current status, and environment
Develops common vocabulary for all stakeholders
Empowers stakeholders to feel in control of the
schools 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 staf
Establishes a value-based means of tracking
process
Increases the likelihood of the schools 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.
Strengths

Academically rigorous curriculum

Strong and dedicated administration and staf

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

Opportunities
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 staf 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

Weaknesses

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

Threats
Local political climate

Academically diverse student population efect 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 Objectives

Annual Objectives
1. Strengthen internal and external A. Engage community relations
community relations
committee
B. Establish lunch/playground
support
C. Improve relations between
governing board and families
D. Provide support to PTO for
planned activities

Strategies
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

Status/Schedule
A. Board/Ongoing
B. TBD
C. Ongoing
D. Board

2. Continue strengthening and

developing the governing board.
improved board planning

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

A. Present middle school plan to

governing board for review and
feedback

A. Tim - December 2013

3. Develop middle school

implementation plan

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 selfevaluation
E. Improve preparation for
governing board meetings
F. Review subcommittee needs
G. Establish opportunity for team
building
A. Create a long-term middle school
development plan that incorporates
all subjects, administration, and d a
discipline design model

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 efectiveness
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