Strategic Planning

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Strategic Planning

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Agenda

Definition and Rationale for a Personal Operating System (POS)

Definition of the Elements in a POS

Using Your POS/Managing Yourself and Others

Anticipated Challenges Related to Your POS

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Personal Operating System (POS)

A POS will help you:Crystallize strategic plan based on “theory of change” Articulate actions to help you make progress against your strategic plan Align monthly, weekly, and daily project plans to strategic planManage team and resources towards strategic outcomes

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Why Develop A POS?

Day to day demands can be overwhelmingPOS can lead to 25% more efficiencyLinks “to do” list with big strategic priorities and quarterly benchmarks

Answers the questions: How do I organize myself to ensure that what I am doing minute-

to-minute, week-to-week, month-to-month, and year-to-year improves the school or

program that I run to effect higher student achievement?

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Agenda





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Strategic priority areas;A vision for priority areas;Focus areas that will enable progress in strategic priority areas;Goals in each focus area;Action steps to meet those goals; and Measures of success for the outcomes you will attain.

Strategic plan should be aligned with primary tool for measuring progress

Requires you and/or your team to articulate:

STRATEGIC PLAN

Strategic Priority Areas (aka,“Big Hairy Audacious Goals”, Areas of Work)

Key Action Steps(aka, Action Plan)

Measures of Success(aka, Outputs, Outcomes)

Vision Statement (aka, Where You Want to Be)

Focus Areas

(aka, Priorities, Sub-goals)

Goals(aka, S.M.A.R.T.

goals)

What does success look like?

What am I going to accomplish by the end of the year?

Where am I going to focus my

energy?

What are the categories of work

for which I am responsible?

STRATEGIC PLAN

What do we want to strive for?

How will I accomplish my

objectives?

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STRATEGIC PRIORITY AREAS

Answers the questions: What are my areas of responsibility? What are the categories of

work for which I am responsible? What are the big areas I need to focus my attention on in order to improve my organization’s ability to

impact student achievement?

Large areas for which you are responsible If you manage them well - will impact student achievement Requires you to think about your theory of change: what your team needs to focus on in order to improve student achievement

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Aka, “Big Hairy Audacious Goals”, Areas of Work

APPENDIX B.1Sample Strategic Plan for Non-profit CEO

Strategic Priority Areas

Strategic Priority Area #1 – Growth and Strategic Planning

Strategic Priority Area #2 – Corps and Alumni Community

Strategic Priority Area #3 – Teacher Performance

Strategic Priority Area #4 – Fundraising

Strategic Priority Area #5 – Policy and Political Visibility

Strategic Priority Area #6 – Board Building

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(aka,“Big Hairy Audacious Goals”, Areas of Work)




Focus Areas



goals)




energy?



STRATEGIC PLAN



objectives?

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VISION STATEMENT

Answers the questions: What do my team members and I want to be able to say about each of my priority areas? What is inspiring to us? What do we want to strive

for?

A pithy sentence, phrase, or paragraph that describes where you want to be in each strategic priority area

Aka, Where You Want To Be

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Strategic Priorities Areas and Vision

Strategic Priority Area #1 – Growth and Strategic PlanningINSERT VISION STATEMENT HERE

Strategic Priority Area #2 – Corps and Alumni CommunityINSERT VISION STATEMENT HERE

Strategic Priority Area #3 – Teacher PerformanceINSERT VISION STATEMENT HERE

Strategic Priority Area #4 – FundraisingINSERT VISION STATEMENT HERE

Strategic Priority Area #5 – Policy and Political VisibilityINSERT VISION STATEMENT HERE

Strategic Priority Area #6 – Board BuildingChange the World’s board will transform from a large, disorganized, “advisory” group to a lean, results-oriented group that sets and attains specific fundraising, growth, and visibility goals.

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Focus Areas



goals)




energy?



STRATEGIC PLAN



objectives?

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FOCUS AREAS

Answers the questions: Within my strategic priority areas, where am I going to focus my energy? How are we going to divide up the

strategic priority areas given limited time, money, and talent? Where can I get the

outcomes by spending limited and precious resources?

Next layer of detail below strategic priority areasRequires refined thinking about your theory of change Must delve deeper in to how you will improve your strategic priority areas

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Aka, Priorities, Sub-goals


Focus Areas by Strategic Priority Area

By July:

Strategic Priority Area #1 – Growth and Strategic Planning(Focus Areas: 1.1 XXX; 1.2 XXX; 1.3 XXX; 1.4 XXX; 1.5 XXX)

Strategic Priority Area #2 – Corps and Alumni Community(Focus Areas: 2.1 XXX; 2.2 XXX; 2.3 XXX; 2.4 XXX)

Strategic Priority Area #3 – Teacher Performance(Focus Areas: 3.1 XXX; 3.2 XXX; 3.3 XXX; 3.4 XXX; 3.5 XXX)

Strategic Priority Area #4 – Fundraising (Focus Areas: 4.1 XXX; 4.2 XXX; 4.3 XXX; 4.4 XXX; 4.5 XXX)

Strategic Priority Area #5 – Policy and Political Visibility(Focus Areas: 5.1 XXX; 5.2 XXX; 5.3 XXX; 5.4 XXX; 5.5 XXX)

Strategic Priority Area #6 – Board Building(Focus Areas: 6.1 Board Chair; 6.2 Purpose of Board and Individual Membership Requirements; 6.3 Performance

Management; 6.4 Relationship with Staff)

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Focus Areas



goals)




energy?



STRATEGIC PLAN



objectives?

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GOALS

Answers the questions: What am I going to accomplish by the end of the year and why? Will it help me progress towards my overarching goals, my vision statements, and

my strategic priority areas?

Specific, measurable, attainable, realistic, and tangible outcomes you plan to attain Work to drive towards your strategic priority areas and vision statements

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Aka, S.M.A.R.T. goals

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SPECIFIC: A specific goal has a much greater chance of being accomplished than a general goalMEASURABLE: Establish concrete criteria for measuring progress toward the attainment of each goal you setATTAINABLE: When you identify goals that are most important to you, you begin to figure out ways you can make them come trueREALISTIC: To be realistic, a goal must represent an goal toward which you are both willing and able to workTIMELY: An goal should be grounded within a time frame (“T” can also be tangible – A tangible goal is one you can experience with one of the senses)

S.M.A.R.T. GOALS


S.M.A.R.T. Goals by Focus Area

By July:

Strategic Priority Area #1 – Growth and Strategic Planning(Focus Areas: 1.1 XXX; 1.2 XXX; 1.3 XXX; 1.4 XXX; 1.5 XXX)

Strategic Priority Area #2 – Corps and Alumni Community(Focus Areas: 12.1 XXX; 2.2 XXX; 2.3 XXX; 2.4 XXX)

Strategic Priority Area #3 – Teacher Performance(Focus Areas: 3.1 XXX; 3.2 XXX; 3.3 XXX; 3.4 XXX; 3.5 XXX)

Strategic Priority Area #4 – Fundraising(Focus Areas: 4.1 XXX; 4.2 XXX; 4.3 XXX)

Strategic Priority Area #5 – Policy and Political Visibility(Focus Areas: 5.1 XXX; 5.2 XXX; 5.3 XXX; 5.4 XXX; 5.5 XXX)

Strategic Priority Area #6 – Board Building(Focus Areas: 6.1 Board Chair; 6.2 Purpose of Board and Individual Membership Requirements; 6.3 Performance

Management; 6.4 Relationship with Staff)

6.1.1 New board chair will be selected according to strategic criteria from a diverse and robust pool.6.1.2 Chair will set and attain benchmarks for transforming membership.6.1.3 Chair will establish protocols for communicating with key staff.

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Focus Areas



goals)




energy?



STRATEGIC PLAN



objectives?

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KEY ACTION STEPS

Answers the questions: How will I accomplish my

objectives? What are the specific projects I need to

complete to move forward?

The tasks you will complete to achieve the objectives

Aka, Action Plan

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Key Action Steps by Strategic Priority Area and Goal

Strategic Priority Area

Focus Area Goal Key Action Steps

6. Board Building 6.1 Board chair 6.1.1 New board chair will be selected according to strategic criteria from a diverse and robust pool.

6.1.1.1 Meet with 5 “successful” board chairs to determine qualities of effective chair.

6.1.1.2 Consider key research and articles.

6.1.1.3 Define specific qualities of an effective board chair.

6.1.1.4 Convene nomination committee.

6.1.1.5 Populate database with options and initial assessment of match with qualities.

6.1.2 Chair will set and attain benchmarks for transforming membership.

6.1.3 Chair will establish protocols for communicating with key staff.

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Focus Areas



goals)




energy?



STRATEGIC PLAN



objectives?

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MEASURES OF SUCCESS

Answers the questions: What does success look like? Feel like? Sound like?

What are people saying? Doing? Feeling? How will I know when I am there? What product or outcome is

evident as an artifact of our progress? When the work is done, what will be

true?

The deliverable the outcome At the end, it demonstrates you have accomplished goals, and progressed toward vision and strategic priority areas

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Aka, Outputs, Outcomes


Measures of Success and Tools by Focus AreasStrategic Priority Area

Focus Area

Goal Key Action Steps Measures of Success Tools for Development

6. Board Building

6.1 Board chair

6.1.1 New board chair will be selected according to strategic criteria from a diverse and robust pool.

6.1.1.1 Meet with 5 “successful” board chairs to determine qualities of effective chair.

• Nominating committee reports they are clear on criteria for board selection.

• Board chair reports they are clear on expectations for tenure and transformation

• Board membership and purpose is clear and results-oriented.

• Anonymous survey

• Rubric for chair selection

6.1.1.2 Consider key research and articles.

6.1.1.3 Define specific qualities of an effective board chair.

6.11..4 Convene nomination committee

6.1.1.5 Populate database with options and initial assessment of match with qualities.

6.1.2 Chair will set and attain benchmarks for transforming membership.

6.1.3 Chair will establish protocols for communicating with key staff.

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AgendaDefinition and Rationale for a Personal Operating

System (POS)




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Quarterly benchmarksScope and sequence of action stepsEffective backwards mapping and planning is essentialHelp you balance resources

Quarterly Plans

Q1- Get nominations for new board chair, and write initial selection criteria.

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One-on-one meetings to measure overall progressConversations should be ongoing, but also schedule time for step-backs in addition to discussing the day-to-day grind

Quarterly Plans

May take the following general forms:

Two places I feel I am on track to meet my goals are…

Two places I am worried I may not meet my goals are…

Two ways you can better support my ability to reach these goals are…

Quarterly step-back meetings to discuss progress towards goals

APPENDIX C

QUARTERLY ACTION PLANPriorities and Benchmarks

In collaboration with the appropriate staff members:

Q1: July – September Q2: October - December

Q3: January – March Q4: April - June

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Ask the same questions every weekLook back a week – What requires follow up? What didn’t get completed and should be moved to this week?Look forward two weeks – What do I need to do to prepare?Review and revise quarterly benchmarks – What has come up that should be added as a benchmark?Look back at goals and objectives – What have you done to move toward your outcomes?Anticipate interacting with others – With whom do you need to coordinate/discuss this week to ensure movement?

Weekly (and Daily) Plans

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Scheduling is sometimes critical to successSchedule periods of time on your calendar for general and/or specific writing or phone callsRitualize when and how when you write weekly plans and stick to it

Prioritizing is ALWAYS critical to successIt’s as critical to take things off of your weekly action plans as it is to put them on; the step of prioritizing is crucialMake sure to match weekly tasks with external meetings and balance priorities

Weekly (and Daily) Plans

APPENDIX D

WEEKLY ACTION PLANWeek of November XX, 2008

Strategic Priority Areas Last Week Done This Week Deliverable Questions/Comments/Notes

Strategic Priority Area # 1





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Agenda


Definitions and the Elements in a POS



Anticipated Challenges

Do not create a POS that makes you suffer from analysis paralysis.

Priorities can and should change/refine.

People are much more important than paper and systems.

There is real danger in becoming over-systematized.

Collective wisdom is always better than individual.

Think very hard about how your brain works.

Tailor your POS to your working style

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Documents

Strategic Planning