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Leading Change through Strategic Planning. Ralph J. Jasparro, Ph.D. What is Strategic Planning?. Strategic Planning is a process by which an organization constantly recreates itself and defines its preferred future. It involves determining priorities and anticipating and reacting

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Leading change through strategic planning

Leading Change through Strategic Planning

Ralph J. Jasparro, Ph.D.

What is strategic planning
What is Strategic Planning?

Strategic Planning is a process by which

an organization constantly recreates

itself and defines its preferred

future. It involves determining

priorities and anticipating and reacting

to change in a proactive manner.

Strategic planning moves an organization through
Strategic Planning Moves anOrganization Through:

  • Understanding the external forces and changes relevant to it.

  • Assessing its organizational capacity to manage change.

  • Developing a mission, guiding beliefs, goals/objectives and vision of its preferred future.

  • Developing action plans that will move it from where it is to where it wants to be.

  • Implementing action plans developed.

  • Assessing progress, solving problems, and renewing plans.

Why strategic planning
Why Strategic Planning?

Strategic Planning...

  • Is a straight forward process

  • Can be accomplished quickly

  • Focuses district on shared values and important goals

  • Is action oriented

  • Is a proactive planning process

  • Engages the community in the work of the schools

Strategic planning ground rules
Strategic Planning Ground Rules

  • Rank and seniority are left at the door

  • Everyone participates equally

  • One person speaks at a time

  • Hitchhike on each other’s ideas

  • Share ideas freely

  • Keep on track

  • Provide constructive suggestions rather than criticisms

  • Consider all ideas carefully

  • Have fun!!

Strategic thinking and acting
Strategic Thinking and Acting

  • Strategic thinking is knowing what to achieve, being able to justify the direction, and finding the best way to get there.

  • Strategic acting is being proactive and differs from being reactive to problems as they surface.

Phases of strategic planning
Phases of Strategic Planning




& Evaluation



Creating the



the Plan



Pre planning

  • Form Planning Team

  • Select External Facilitator

  • Gather Resources

  • Train Planning Team

  • Establish Dates, Time, and Location for Planning Meetings

Environmental scanning
Environmental Scanning

  • External scanning aims at identifying trends and changing conditions over which the organization has little control. An analysis of the trends leads to the identification of opportunities and threatsfacing the organization.

  • Internal scanning aims at determining where the organization is and what it is capable of accomplishing. An analysis of internal trends leads to the identification of currentstrengthsand weaknesses in the organization.

Swot analysis
SWOT Analysis


  • Strengths -

  • Weaknesses -

  • Opportunities -

  • Threats -

Guiding beliefs
Guiding Beliefs

Guiding beliefs identify the

core values and guiding principles

that the organization believes in.

Guiding beliefs are aligned with and

support the mission statement.

Mission identifies why the organization exists
Mission Identifies Why theOrganization Exists

  • What is our purpose and function?

  • Who are our clients?

  • What do we provide for our clients?

Mission statements address three questions:

Goals and objectives
Goals and Objectives

  • Goals identify key improvement results that will be attained during the next three to five years.

  • Objectives describe the tactics and strategies the organization will use to accomplish each goal.

Smart goal criteria
SMART Goal Criteria

  • Specific and clear

  • Measurable and accountable

  • Action oriented

  • Realistic and doable

  • Time and resource constrained

Vision statement
Vision Statement

The vision statement presents a vivid

picture of an ambitious, desirable future

state that is an improvement over the current condition of the organization.

It consists of a collection of images of

a preferred future.

Communicate the plan
Communicate the Plan

  • Publish the Plan

  • Disseminate the Plan

  • Display Core Components of Plan

  • Report on Progress

  • Encourage Participation

Action planning
Action Planning

  • Prioritize Goals and Objectives

  • Establish Action Steps

  • Assign Responsibilities

  • Set Timelines

  • Establish Indicators of Accomplishment

  • Establish Budget

Action Planning

Monitor evaluate progress
Monitor & Evaluate Progress

  • Monitor the Implementation of Action Plans

  • Evaluate Progress

  • Communicate Results

  • Revise Strategic Plan and Action Plans as needed

Aligning planning efforts
Aligning Planning Efforts

District Strategic Plan







Lessons learned
Lessons Learned

  • Use an external facilitator

  • Include key people

  • Don’t be too ambitious-keep capacity in mind

  • Start immediately

  • Stay focused and keep up the momentum

  • Communicate often

Keep the momentum going
Keep the Momentum Going!

  • Confront the present by focusing on solutions, not accusations or defensiveness.

  • Embrace the future by zeroing in on improving the priorities for student success.

  • Measure each goal and objective against advancing the mission, beliefs, and vision.

  • Keep the strategic planning team going by making sure it continues to represent the broader community.

Using the district plan
Using The District Plan

  • Building or reducing budgets

  • Creating new programs or eliminating established programs

  • Planning professional development

  • Short circuiting personal “agendas”

  • Saying “No”

  • Saying “We don’t have the capacity to…”

  • Aligning with school improvement plans

  • Focusing on successes and accomplishments

Use your district strategic plan when: