Stakeholder-Driven Strategic Planning in Education

Robert W. Ewy

Description

No school district becomes excellent without a strategic plan, but many remain mediocre with them. What makes the difference? This book has been written to describe what it means to engage in serious long-range or “strategic” planning and to provide solutions to the inadequacies and inconsistencies found in the way school districts approach this process.
The book is intended to be as practical as possible, meaning that by understanding the design and following the suggested strategic planning team activities found in each chapter, you could facilitate this process in your district. All key components are described and multiple examples are used to help the reader understand the intent of each component and how the components fit together. In addition, questionnaires and surveys are included to simplify facilitation.
The basic reference used to refine the Stakeholder-Driven Strategic Planning process is the Strategic Planning Category of the Baldrige Education Criteria for Performance Excellence.

Sujets

• Gestion et management
• Baldridge
• School
• Economics
• Business
• Leadership

Informations

• Publié par: ASQ Quality Press
• Date de parution: 13 novembre 2008
• Nombre de lectures: 0
• EAN13: 9780873891769
• Langue: English
• Poids de l'ouvrage: 5 Mo

Extrait

Stakeholder-Driven Strategic Planning in Education
Also available from ASQ Quality Press:

SPC for Teachers Robert W. Ewy
Claire Anne and the Talking Hat Barbara A. Cleary
Living on the Edge of Chaos: Leading Schools into the Global Age, Second Edition Karolyn J. Snyder, Michele Acker-Hocevar, Kristen M. Snyder
Thinking Tools for Kids: An Activity Book for Classroom Learning, Revised Edition Sally J. Duncan and Barbara A. Cleary
Permission to Forget: And Nine Other Root Causes of America’s Frustration with Education Lee Jenkins
Transformation to Performance Excellence: Baldrige Education Leaders Speak Out Sandra Cokeley, Margaret A. Byrnes, Geri Markley, and Suzanne Keely, editors
Charting Your Course: Lessons Learned During the Journey Toward Performance Excellence Robert W. Ewy and John G. Conyers
The Quality Rubric: A Systematic Approach for Implementing Quality Principles and Tools in Classrooms and Schools Steve Benjamin
Boot Camp for Leaders in K-12 Education: Continuous Improvement Lee Jenkins, Lloyd O. Roettger, and Caroline Roettger
The Principal’s Leadership Counts: Launch a Baldrige-Based Quality School Margaret A. Byrnes with Jeanne C. Baxter
Improving Student Learning: Applying Deming’s Quality Principles in the Classroom, Second Edition Lee Jenkins
Quality Across the Curriculum: Integrating Quality Tools and PDSA with Standards Jay Marino and Ann Haggerty Raines
Smart Teaching: Using Brain Research and Data to Continuously Improve Learning Ronald J. Fitzgerald
There Is Another Way: Launch a Baldrige-Based Quality Classroom Margaret A. Byrnes with Jeanne C. Baxter

To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://www.asq.org/quality-press .
Stakeholder-Driven Strategic Planning in Education
A Practical Guide for Developing and Deploying Successful Long-Range Plans



Robert W. Ewy


ASQ Quality Press Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203 © 2009 by ASQ
All rights reserved. Published 2009 Printed in the United States of America 15 14 13 12 11 10 09 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Ewy, Robert, 1940-
Stakeholder-driven strategic planning in education : a practical guide for developing and deploying successful long-range plans / Robert W. Ewy. p. cm.
Includes bibliographical references and index.
ISBN 978-0-87389-753-2 (hard cover : alk. paper)
1. School districts—United States—Administration. 2. Strategic planning—
United States. I. Title.
LB2817.3E98 2009
371.2'07—dc22       2008052672
ISBN: 978-0-87389-753-2 (hard cover : alk. paper)
ISBN: 978-0-87389-175-2 (ebook PDF)
ISBN: 978-0-87389-176-9 (ebook EPUB)
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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To place orders or to request a free copy of the ASQ Quality Press Publications Catalog, including ASQ membership information, call 800-248-1946. Visit our Web site at www.asq.org or http://www.asq.org/quality-press .
Printed in the United States of America
Table of Contents
Cover
Title page
Copyright
Table of Contents
Preface
Acknowledgments
1 The Why and How of Strategic Planning
QUESTIONS AND ANSWERS ABOUT STRATEGIC PLANNING
What is strategic planning?
Why would a school district be interested in strategic planning?
How will strategic planning benefit the school district?
THE STAKEHOLDER-DRIVEN STRATEGIC PLANNING PROCESS
CREATING A STRATEGIC PLAN
THE OUTCOMES OF THE STAKEHOLDER-DRIVEN STRATEGIC PLANNING PROCESS
THE BIG PICTURE
Alignment
Deployment
Process Improvement
TODAY'S SITUATION
STAKEHOLDER-DRIVEN STRATEGIC PLANNING PHASES
Results
CHAPTER SUMMARY
2 Surveying Stakeholders
ESTABLISHING A STRATEGIC PLANNING TEAM
CONDUCTING AN ENVIRONMENTAL SCAN
DEVELOPING THE SURVEY
DETERMINING THE SURVEY CONFIDENCE LEVEL
STRATIFYING THE COLLECTION OF COMMUNITY SURVEY DATA
DISTRICT STAFF PARTICIPATION
CHAPTER SUMMARY
3 Internal Review of School District Performance
THE BALDRIGE EDUCATION CRITERIA FOR PERFORMANCE EXCELLENCE
THE ORGANIZATIONAL REVIEW PROCESS
THE REVIEW PROCESS
CHAPTER SUMMARY
4 Developing the Strategic Plan
SURVEY DATA ANALYSIS
CHALLENGES
MISSION
VISION
IDENTIFYING STUDENT LEARNING TARGETS
PUTTING IT ALL TOGETHER
STRATEGIC PLAN EXAMPLE
District 93 Mission and Vision Statements
District 93 Challenges
Student Learning Targets
CHAPTER SUMMARY
5 Developing the Strategy Map
DEFINING STRATEGY
SWOT ANALYSIS
THE STRATEGY MAP
DEVELOPING STRATEGIES
STRATEGY MAP EXAMPLES
CHAPTER SUMMARY
6 Developing the Balanced Scorecard
MEASUREMENT BASICS
OPERATIONAL DEFINITIONS
ALL DATA NEED TO CREATE FIVE PIECES OF INFORMATION
DEVELOPING THE BALANCED SCORECARD
DASHBOARDS
CHAPTER SUMMARY
7 Deployment
DEPLOYING THE MISSION, VISION, STUDENT LEARNING TARGETS, AND STRATEGIC GOALS
ORGANIZATIONAL DEPLOYMENT
District Level
School Level
DEPARTMENT GOALS AND ACTION PLANS
Assistant Superintendent for Curriculum and instruction
Executive Director of State and Federal Programs
Executive Director of Human Resources and employee Relations
Assistant Superintendent for Finance
MANAGING DEPLOYMENT WITH QUALITY TOOLS
Managerial Tools
Statistical Tools
SYSTEMS MAP
CHAPTER SUMMARY
8 Timelines
THE SIX-MONTH TIMELINE
THE TWO- TO THREE-MONTH TIMELINE
CHAPTER SUMMARY
9 Conclusion
Appendix A Press Releases
Appendix B Letter of Invitation
Appendix C Reviewing Organizational Performance
Bibliography
About the Author
Preface


The infamous “they” say that hope is not a strategy. Well, neither is serendipity, but it seems that many school districts prefer that strategy rather than engaging in serious long-range planning. This book has been written to describe what it means to engage in serious long-range, or strategic, planning and to provide solutions to the inadequacies and inconsistencies found in the way school districts approach this process.
The book is intended to be as practical as possible, meaning that by understanding the design and following the suggested strategic planning team activities found in each chapter, you could facilitate this process in your district. All key components are described, and multiple examples are used to help the reader understand the intent of each component and how the components fit together. In addition, questionnaires and surveys are included to simplify facilitation. If you get stuck or feel the need to discuss certain aspects of the planning process, my contact information is at the end of the book. I would be more than happy to do some telephone coaching as you apply stakeholder-driven strategic planning.
A SHORT HISTORY
The conceptual design for Stakeholder-Driven Strategic Planning in Education started about 20 years ago at the Midcontinent Research in Education and Learning (McREL) laboratory where I was a senior associate. The lab began to get requests from state departments of education and state legislatures to assist them in long-range planning and scenario development. As is often the case, the initial planning design was overengineered and cumbersome, neither elegant nor agile, but a strong base upon which to build. The initial idea was to “democratize” the process, that is, to make it an open rather than a closed process, bringing as many voices and perspectives into the priority-setting step of the process as possible.
Multiple opportunities have presented themselves to apply the planning design in various settings over the course of the past 20 years. Stakeholder-driven strategic planning has been used with equal effectiveness in urban, suburban, and rural school districts, in demographically homogenous and diverse settings, and in state agencies and other service and private organizations.
A WORLD-CLASS PRACTICE
The criterion for judging any strategic planning process is to determine if it is world-class. World-class means that it is theoretically sound, research based, and used by organizations considered to be high performers. Stakeholder-driven strategic planning meets these criteria.
The basic reference used to refine the stakeholder-driven strategic planning process is the Strategic Planning Category of the Baldrige Education Criteria for Performance Excellence. This Category examines “how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require, and how progress is measured” (NIST 2008). The Baldrige framework was chosen because it is probably the most widely recognized set of criteria used in the world today by organizations that are pursuing excellence in all sectors (manufacturing, nonprofit/government, healthcare, small and large businesses, and so on). Strategic planning is one of seven essential categories or systems, according to the Baldrige Criteria, that are a necessary part of defining organizational excellence. Achieving organizational excellence without a functional and fully deployed strategic plan is, I believe, impossible. It is that important.
Doctoral dissertations have been written about this strategic plan