SMART STRATEGY: BUILDING THE FUTURE TODAY · 2016. 3. 12. · smart strategy: building the future...

SMART STRATEGY: BUILDING THE FUTURE TODAY

CCSA 2016

Tuesday, March 15th, 4:15-5:30

ANNIE CRANGLE RUTH DUTTON DENA KOREN

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LIVE POLLING

1. Text to: 22333

2. Text content: CCSA

3. Your response: A, B, C

(capitalization does not matter)

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I understand what strategic planning entails.

4  

I understand the value and purpose of strategic planning.

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•  Strategic planning defined

AGENDA

•  When and why

•  The benefits

•  Visioning exercise

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STRATEGY AND STRATEGIC PLANNING DEFINED

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DEFINITIONS STRATEGY

•  A means for producing results

STRATEGIC PLANNING

•  Specific goals to be achieved within a given timeframe

•  An articulation of the action steps required

•  A method for measuring progress towards goals

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PROCESS PRODUCT

1.  What are we ultimately working towards? VISION

2.  What are the specific outcomes we aim to achieve?

CORE GOALS

3.  What’s standing in our way?

4.  What actions do we need to take in order to get there?

5.  How will we measure our progress?

CRITICAL HURDLES

STRATEGIES and TACTICS

METRICS

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VISION

10  

VISION

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ACTIONABLE PLAN

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            CRITICAL HURDLES  

            Undefined org strategy and vision   Understaffing  

Cost ineffective

model  

Analysis paralysis  

Leadership information

silos  

Poor tutor development and retention  

Insufficient funding      

STRA

TEG

IES

& K

EY IN

ITIA

TIVE

S  

Define TF  

Codify TF’s business model   ♦       ♦   ♦   ♦              

Strengthen the TF brand   ♦                   ♦   ♦      

Prepare for Growth  

Increase organizational capacity  

    ♦   ♦   ♦   ♦   ♦          

Emphasize fundraising       ♦           ♦       ♦      

Ensure Sustainability  

Secure funding       ♦               ♦   ♦      

Support human capital       ♦       ♦   ♦   ♦          

Learn and adapt   ♦   ♦   ♦   ♦   ♦   ♦   ♦      

STRATEGIC DECISION MAKING

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Responsibility, 2014% 2015% 2016% 2017%

Governance% Board&of&Directors&

Board&of&Directors&

Board&of&Directors&

Board&of&Directors&

Fundraising%

Executive&Director&

Development&Director&

Development&Director&

Development&Director&

Business%Development%

Executive&Director&

Executive&Director&

Executive&Director&Management%

Budgeting%Vendors%&%Supplies%

Operations&Coordinator&&&Intern&support&

Operations&Director&&&Intern&

Support&

Volunteer%Coordination% Executive&

Director&&&(East&Coast)&Project&Coordinator&

Executive&Director,&(East&Coast)&Project&Coordinator&&&Intern&support&

Facilities%Support%Weekend%Logistics%Design% Lead&Designer& Lead&Designer& Lead&Designer& Lead&Designer&

Communications%&%Marketing%

Communications&Coordinator&

Communications&Coordinator&

Communications&Coordinator&

Communications&Coordinator&

&

 $-­‐    

 $100,000    

 $200,000    

 $300,000    

 $400,000    

 $500,000    

 $600,000    

2014   2015   2016   2017  

Financials,  2014-­‐2017  

Revenues   Expenses   Net  Surplus  

STRATEGIC DECISION MAKING

14  

COM

MUN

ICAT

ION

S

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WHEN AND WHY TO ENGAGE IN STRATEGIC PLANNING

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TESTIMONIAL

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•  Desire to improve school performance •  Replication •  New leadership •  Increased stakeholder buy-in •  Community alignment •  Preparing for charter renewal •  Explore new opportunities •  Overwhelmed and unsure where to start •  OTHER

WHERE ARE YOU?

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•  Leadership support •  Ability to commit time, energy, and brain capacity to the

process •  Eagerness to be transparent and collaborative •  Ready to roll up your sleeves and problem solve •  Value for the process and the end product

ARE YOU READY

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COMPREHENSIVE PROCESS

STRATEGIC PLANNING  

CHARTER RENEWAL  

LCAP  

COMPLIANCE  

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BEST TIMING FOR A CHARTER SCHOOL

Year  1   Year  2   Year  3   Year  4   Year  5  

Submit Renewal

Strategic Planning

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THE BENEFITS OF AN EFFECTIVE PROCESS

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PROCESS FACILITATION

1.  What are we ultimately working towards? STAKEHOLDER ENGAGEMENT

and RESEARCH 2.  What are the specific

outcomes we aim to achieve? STEERING COMMITTEE

3.  What’s standing in our way?

4.  What actions do we need to take in order to get there?

5.  How will we measure our progress?

SUBCOMMITTEES

BOARD ENGAGEMENT

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FACILITATION BENEFITS

•  Comprehensive Stakeholder Engagement •  Stakeholder buy-in

•  External practices

•  Increased transparency

•  Re-engaged staff

•  Strategic decision-making

•  Clear communication

•  Efficiency and results

•  Impact

•  Strong Steering Committee and Subcommittees

•  Coordinated and aligned with other processes

•  Stakeholder Feedback

•  Landscape Research

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INDIVIDUAL REFLECTION AND VISIONING

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REFLECTION

What motivates you?

Why does your charter school exist?

How does your organization respond to your region’s issues of justice?

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I understand what strategic planning entails.

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I understand the value and purpose of strategic planning.

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THANK YOUANNIE CRANGLE annie@thirdplateau.com

RUTH DUTTON rdutton@sycamorevalleyacademy.org

DENA KORENdena@edtec.comDownload Today’s Presentation at EdTecInc.Box.com/CCSA2016.