Strategic Planning in Uncertain Times

In our current educational climate of rapid technological innovation, increased public scrutiny, and tightening budgets, the need for holistic, forward-thinking, and long-term strategic planning for public school districts has never been more critical. A clearly-articulated strategic plan provides a roadmap for students and staff, offers transparency for parents, taxpayers, and the larger community, and cultivates confidence and trust across all stakeholder groups. 

Planning in Uncertain Times

Strategic plans of yesterday were static documents, often borne more out of compliance than vision, and left to languish, gathering dust on a shelf. Strategic plans of today take on big, essential questions: How can we think about this differently? What extenuating circumstances can we imagine? What are we missing? How can we prepare for the unknown future while enabling students and teachers to thrive in our current known context? 

Amidst the turmoil and instability around government institutions, including public schools, it would be reasonable to question the usefulness of a strategic plan. Why plan when so much is in flux? But the pandemic taught us, and we now are reminded, that we will need to pivot, innovate, and iterate. In those moments, in the event of disruption or catastrophe, a strategic plan can act as our North Star. 

What, within the goals we have defined, remains within our locus of control? We return to and (re)ground in the strategic plan as a point of connection, commonality, dialogue, conflict, compromise, and humanity. We re-engage in the process, revisit our essential questions. 

We are reminded that the transformative power of a strategic plan lives not in the document itself, but in the process and the people that build it. 

Hallmarks of a Strong Strategic Plan

A Strategic Plan is more than a document; ultimately, it is an embodiment of a district community’s shared commitments to its students. A strong strategic plan is built upon: 

  • Clear, regular communication to all stakeholders about plans and process 
  • Multiple opportunities and formats for students, staff, and community to engage in the process and provide input
  • A dedicated District Strategic Planning Committee, comprising representatives of all stakeholder groups
  • Compilation and analysis of district data to drive planning
  • (Re)defined district Mission, Vision, and Core Values 
  • A multi-year trajectory that maps district improvement initiatives and budgetary initiatives from inception through implementation
  • Targeted outcomes, action steps, timeline, and accountability for each initiative
  • Clear throughlines from initiatives to school committee goals, superintendent goals, principal goals, school improvement plans, and teacher individual goals
  • A final product that is readily accessible and made public
  • Ongoing, periodic reporting on progress, challenges, and shifts in the plan

Pathways to Develop the Plan 

Districts may choose to implement an internal strategic planning process. Internally-led processes commonly are run by the superintendent of schools, who brings a unique set of knowledge, expertise, and depth of insight into the district’s challenges and aspirations, both short- and long-term. 

Alternately, given the increasing demands on a superintendent’s time and complexity of the role, districts may choose to engage a partner organization to lead the process. In this model, the superintendent becomes a participant alongside students, staff, and constituents. 

Both pathways require facilitation of an intentional sequence of events, including live forums or focus groups with role-alike participants, online surveys, and a series of scaffolded, collaborative Strategic Planning Committee meetings that culminate in a robust, multi-year plan. 

The strength of the process will determine the strength of the plan. Developing a strategic plan is a project that requires, among other considerations: 

  • Communication: introducing the process; inviting staff, students, and community to participate
  • Logistical Support: selecting the Committee; scheduling forums, focus groups, and meetings; finding meeting rooms, creating and managing virtual meeting links
  • Risk Management: identifying issues that may arise and planning for mitigation

Above all, a strong process takes time. End-to-end, districts should allow 3-4 months for the full process. The strategic planning process can begin at any time during a calendar year provided that students, staff, and community members are available to participate. 

Developed under the right conditions, a strategic plan can become a guiding document that lives and breathes with the district community it represents.