Upload
others
View
4
Download
0
Embed Size (px)
Citation preview
SMART STRATEGY: BUILDING THE FUTURE TODAY
CCSA 2016
Tuesday, March 15th, 4:15-5:30
ANNIE CRANGLE RUTH DUTTON DENA KOREN
2
LIVE POLLING
1. Text to: 22333
2. Text content: CCSA
3. Your response: A, B, C
(capitalization does not matter)
3
I understand what strategic planning entails.
4
I understand the value and purpose of strategic planning.
5
• Strategic planning defined
AGENDA
• When and why
• The benefits
• Visioning exercise
6
STRATEGY AND STRATEGIC PLANNING DEFINED
7
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
8
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
9
VISION
10
VISION
11
ACTIONABLE PLAN
12
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
13
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
15
WHEN AND WHY TO ENGAGE IN STRATEGIC PLANNING
16
TESTIMONIAL
17
• 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?
18
• 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
19
COMPREHENSIVE PROCESS
STRATEGIC PLANNING
CHARTER RENEWAL
LCAP
COMPLIANCE
20
BEST TIMING FOR A CHARTER SCHOOL
Year 1 Year 2 Year 3 Year 4 Year 5
Submit Renewal
Strategic Planning
21
THE BENEFITS OF AN EFFECTIVE PROCESS
22
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
23
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
24
INDIVIDUAL REFLECTION AND VISIONING
25
REFLECTION
What motivates you?
Why does your charter school exist?
How does your organization respond to your region’s issues of justice?
26
I understand what strategic planning entails.
27
I understand the value and purpose of strategic planning.
28
THANK YOUANNIE CRANGLE [email protected]
RUTH DUTTON [email protected]
DENA [email protected] Today’s Presentation at EdTecInc.Box.com/CCSA2016.