Strategic planning is a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an institution is, what it does, and why it does it.
The college or university strategic plan provides guidance for institutional decisions, both long-term and day-to-day, and makes sure that decisions and operations:
The components of every strategic plan will vary according to an institution’s culture and needs but generally include:
Higher education strategic planning helps an institution focus on its future success. How is the world changing, and how do we need to respond? What opportunities do we have to make a difference? What changes do we need to make today so we’re ready for tomorrow?
It gives an institution an opportunity to reflect on its performance. Is the institution achieving its vision? Living by its mission? Serving students in the ways they need? What should we start doing? Keep doing? Change? Stop doing?
Higher education institutions are complex. The success of any initiative—from improving graduation rates to creating a more inclusive environment—requires expertise, time, and work from multiple units. At the same time, each unit has its own activities and work that it’s focusing on. By building relationships across departments, integrated strategic planning prevents duplicate activities (or worse, initiatives that work against each other), creates opportunities for collaboration, and makes sure that time and effort are spent on initiatives that realize the mission. Integrated strategic planning saves an institution’s resources while improving its work.
Integrated planning also helps with a strategic plan’s implementation. An integrated university or college strategic plan reflects the beliefs and experiences of the institution’s stakeholders, motivating people to change and experiment. It’s linked to the budget, so there are resources to implement plan strategies. It’s informed by assessment, so the strategic plan can adapt and stay relevant.
Strategic planning should involve the input and participation of the entire campus community—both internal stakeholders (faculty, administration, staff, students, alumni) and external stakeholders (community members, employers).
The planning committee or team leads the process. Since strategic planning can be a long, complex process, there may also be additional committees or task forces to tackle different topics or parts of the process.
Planning Committee
Most strategic plans are cyclical. As one strategic plan nears the end of its horizon (the length of time a plan covers), a new planning process begins for the next strategic plan.
A plan’s horizon depends on the institution and its needs. Most strategic plans cover five to 10 years, but some may cover as few as three and others as long as 20.
If a new president assumes leadership of the institution, the new president will often conduct a new planning process that reflects the president’s priorities.
The strategic planning process needs to be adapted to an institution’s culture and operations. For example, a tightly controlled top-down process may face challenges in a highly decentralized institution.
Strategic planning processes need to include the following activities and characteristics:
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School administration requires the combined efforts of everybody involved: school leaders, educators, and their communities. All must work together to ensure students have access to adequate resources and support.
Supervision of educational strategies involves setting goals and accommodating students as they work to reach them. Educators need to know how to implement classroom procedures that will assist their students throughout their educational journeys.
Student success is only possible with the right tools. Collecting and analyzing information related to student learning provides a window into how each individual’s educational career should be planned. Data for schools gives decision-makers a clearer picture of student achievement so they can set goals and manage progress.
Behavioral assessments, report cards, and other personal information can give educators insight into how a student might respond to specific policies. For schools, this means that important metrics, such as teacher performance, student progress, and graduation rates, can be assessed over time.
Strategic planning and education management are important to schools because they bring crucial insights that allow decision-makers to adjust their student goals and provide the necessary resources to give learners the best opportunities possible.
Having a formal system for considering the long-term consequences of specific strategies and communicating expected results is essential for properly allocating a school’s resources where they’re needed.
Education management involves directing individual learners so they can continue to progress. With strategic planning, teachers can consider student goals and lead them in the right direction. This allows educators to consider their expectations for student outcomes.
Strategic planning and education management allow decision-makers to create useful policies and make better decisions in the moment.
Education management is much easier when everybody is on the same page. Making sure educators, administrators, and leadership have a clear picture of performance and pain points can go a long way toward improving student outcomes.
Strategic planning and education management also allow school administrators to create a shared vision to reinforce a sense of collective responsibility.
Schools are often working with limited resources. Being able to take advantage of whatever is available to drive student learning is essential for education.
Combining strategic planning with education management allows decision-makers to effectively allocate available resources to ensure student success.
Education management software makes it easier for educators to accomplish common tasks and manage student data. With Inno™ by Innovare , educators have all they need to help their students succeed.
Strategic planning and education management require a concerted effort on the part of school administrators. This can be difficult when resources are already stretched thin. Inno™ by Innovare gives educators a valuable asset when planning and implementing their educational strategies.
Inno™ provides detailed insights that help education professionals make decisions informed by real-world data that can create a positive impact on students and their communities.
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A crystal clear strategic plan can be the big difference between becoming the leading university… VERSUS ending up at the bottom. You know - where you struggle to attract students, the right staff members or even funds to support your institution.
So, in order to achieve your university’s goals, you need to learn how to build an effective strategic plan.
In this blog post, we will reveal:
Strategic planning is the process an institution follows to realize its vision of its ideal future state. It’s a roadmap for getting there. Your vision becomes a reality through the process that defines specific goals, needs, and actions. It helps you to structure and contextualize information leading to important decisions.
Sounds obvious, right?
So, the question is:
Because they forgot what the main role of a strategic plan is.
Most universities and colleges work on some form of strategic planning, but they usually come out as a 28-page PDF. They create an impressive presentation with shiny headings, upload it to their website and consider themselves successful.
The end result is a ‘strategic plan’ that serves more as a marketing brochure and less like a roadmap to success.
What’s wrong with this usual approach?
Most vice-chancellors and vice presidents are not even aware of what they are losing. Staff members and faculty members work in silos with no focus on the big picture. Departmental plans are unaligned with the overall strategic plan. This leads to inefficiency, wasted resources, and things getting missed.
Clearly, this approach lacks the organization and accountability necessary for success. As a result, some institutions are losing their reputation, while others are losing program accreditation, experiencing declining student success, or having fewer funds available.
Sometimes all of the above.
Strategic planning goes beyond ambitious and attractive presentations that describe the organization’s state in the next 5, 10 or more years.
Now let's take a closer look...
Your first and foremost goal should be to stay true to the promises you made to your stakeholders.
Think of your strategic plan as the foundation to achieve your long-term goals.
It’s supposed to help you translate high-level ambitions into tangible actions at a departmental level. Furthermore, it organizes everyone so that they can do those actions and report on them in a systematic and transparent manner.
It serves as a guiding light for your staff, allowing them to focus on the things that drive real progress towards the university's strategic goals.
On top of that, it’s an important resource for planning your yearly budget allocation. Even in the most difficult financial times, integrating strategic planning and budgeting throughout the organization creates opportunities for success.
It's obvious, isn't it? You need to stop treating your strategic plan as merely a glorified marketing document.
This five-step process will help you to craft a strategic plan that goes beyond marketing and delivers on promised results.
An effective planning process starts with a thorough understanding of your current situation.
You can start by asking these questions:
Search for answers and go deep into every department and aspect of your institution. From financial health and university rankings to student enrollment, retention rates, and placement rates.
Next, understand the expectations and needs of your internal and external stakeholders.
Remember, top-down approach doesn’t work for universities. Higher education institutions are highly interconnected with their community and shouldn’t neglect its interest when making strategic decisions.
Collect feedback from every stakeholder group whose expectations affect your performance:
Include their input into planning and translate it into the institution’s major goals. Embrace this collaborative approach and prevent too many unexpected "buts" in the future.
Don’t forget that you’re only collecting information at this stage, not brainstorming solutions or action plans.
Cascade tip:
The SWOT analysis framework is still one of the most effective methods for evaluating internal operations and the external environment. Be honest and thorough in your evaluation. You can use it numerous times through strategic planning but you should start early in the planning process.
Your university's vision is a part of its identity and a powerful latent tool.
Higher ed institutions of any size can utilize it, but they usually don’t. They don’t believe that people care about the big picture or that it affects the university's daily operations.
However, a clear and unique vision statement will set you apart from the competition and make you more memorable to potential students. They will know exactly what to expect from studying at your university and why they should come.
At the same time, it gives a strong sense of pride and belonging to current students, faculty, and alumni. It becomes an emblem that attracts the right students, staff members, and funding opportunities.
Here’s an example of a vision statement for the university:
We will work as one Oxford bringing together our staff, students and alumni, our colleges, faculties, departments and divisions to provide world-class research and education.
- University of Oxford
You can take it one step further and include your institutional mission statement.
And don’t forget about the values. They define your university’s culture. They determine how people act, which behaviors are praised and which are condemned.
When you build a culture intentionally, then everyone inside and outside your school knows what you stand for, reinforcing all the benefits of a harnessed vision.
Cascade tip:
One of the biggest blockers to the successful execution of a strategic plan is the attempt to accomplish too much at once. Creating a Vision Statement will help you to avoid that trap right from the start. It becomes your north star guiding your strategy. It will be easier for you to identify what is relevant and worthy of your attention versus what isn't.
There's a problem most presidents and strategic planning committees face: they don't define the real focus of their plans.
You see, you can’t achieve everything, everywhere, all at once.
Your resources are limited, and you should prioritize accordingly.
I’m glad you followed the first two steps. Now you have all the information you need to identify the biggest and most urgent challenges your university faces.
Clarifying the obstacles ahead of time helps you prioritize your strategic goals and develop focused efforts to achieve them.
For example, let’s say you’re creating a 5-year strategic plan. Here are some key focus groups you might want to focus on:
Focus areas help you decide what falls outside the university's priorities and prioritize your strategic planning efforts.
We usually suggest creating between 3 to 5 Focus Areas. Any fewer and they will probably be too vague. Any more, and well..... you lose your focus. Dive deeper into focus areas with this guide .
This is the part that turns your strategic plan into reality.
If you ever want to achieve your goals, you need to break down the plan into smaller, granular pieces specific to each department. Start by adding strategic objectives to your focus areas.
The secret to writing great strategic objectives is simplicity and specificity. Avoid jargon and use a verb to indicate action. Accompany it with a deadline and preferably an owner (or two).
Here is an example:
Increase citations per faculty by 5% by May 2024, owned by Jane Doe.
The next step is to migrate from goal-setting to action-planning with projects. Projects describe what you’ll do to accomplish your objectives.
Projects articulate a set of actions within a certain timeline. They include specific tasks, milestones, dependencies and dates (deadlines). Every objective should include at least one project or action-like event. Otherwise, you’ll never achieve any progress towards it.
Of course, nothing is so linear, but this process forces you to come up with action plans to support every strategic initiative and allocate funds and your staff’s time appropriately.
One of the most important steps in the planning process is to take the high-level plan and break it down into tangible actions at the departmental level.
Cascade helps you to achieve that with planning models completely customizable to your strategic planning approach.
You can create a university-wide strategic plan and then break it down into portfolio or departmental plans. Clarify their goals, projects and key metrics. Collaborate with your teams to build multiple inter-connected plans and tie them back to the overall plan.
You get complete visibility into how different plans or projects are connected and contribute to the overall strategic plan.
There is no perfect strategic planning for higher education (or anywhere for that matter).
Every plan can be derailed by events beyond our control (such as a pandemic, change in public policy, or an unstable economic environment on a global scale). There is, however, disciplined execution through regular reviewing habits. The secret lies in the way you measure your progress and the frequency of reviewing it.
Determine the indexes that you want to improve and then set key performance indicators (KPIs) to drive and measure your performance against set targets.
Here are some examples of KPIs you might want to keep track of:
Establish the KPIs you will be reporting on in advance, and always end your reviews with a "next steps" discussion.
Create dashboards to measure progress in real-time. Cascade’s customizable dashboards help you to quickly identify areas that are underperforming and act before it’s too late.
Zoom your screen in on the screenshot below to check out Cascade's beautiful dashboards!
Extra tip: Use Cascade reports to help you demonstrate your success in a transparent way and attract more investments in the key areas of your university.
Most university’s failure to reach their strategic goals isn’t because of bad strategy, but because strategy is constrained by PowerPoint. Kept miles from those who can make it happen. The best in Advancement, the finest HR, the most profound ideas - they’re all framed in slides rather than shaping every day’s activities for everyone across the university.
Remember, a strategic plan isn’t just a glossy presentation to attract new students or to get that accreditation approval for your academic program. It’s a manifesto for every employee to embrace and enact in whatever they do at your university.
So, the next step is to transform your strategy from an intellectual exercise to an executable plan. It’s just a matter of shifting your approach and using the right tools.
And once you make that shift, you’ll be able to create an organized and aligned approach to make your strategic goals happen.
Do that and get your plan to everyone, and your competition will be choking in your dust.
Are you ready to create your plan and start executing it? Turn your strategic plan into a competitive advantage with our 100% free, battle-tested strategic plan template , built for teams in higher education.
Your toolkit for strategy success.
In education, evolution and adaptation are constants. Academic institutions must stay up to date with technology and teaching methods to succeed, while also managing students' social, emotional, and academic needs. With all of these considerations in addition to budgetary constraints, It's easy to see why ensuring student and institutional success requires a dynamic strategic plan.
This blog post will outline the best practices academic institutions should consider when developing an effective strategic plan to address these challenges. To create an effective strategic plan, we need to eliminate the disconnect between leadership's high-level vision and employees' tactical work. Leading academic institutions, growing companies, and organizations adapt to change through dynamic strategic planning.
A dynamic strategic plan breaks down an organization's long-term vision into short-term goals and then builds a roadmap to achieve those goals. As part of this process, the organization's plan should be reviewed and revised regularly to ensure relevance and alignment with its mission. Academic plans are typically written as multi-year plans and organizations often face challenges in developing effective strategic plans that are easy to understand and execute. Here are a few suggestions to help address these challenges:
By following these steps, academic institutions can develop a strategic planning framework and process that is effective, simple, and links vision to tactical execution. So now that we have the steps needed to build our strategy, let's start to bring it to life.
Before each academic year, we recommend holding a strategic planning meeting offsite with your leadership team. This is dedicated time to focus on the priorities for the upcoming year. Before diving into where you're headed, set aside time for a retrospective to discuss the previous year. In addition, discuss the current education landscape.
To build a future-focused and tailored plan for your academic institution, the team should reconfirm your mission and values, set your vision, and define your top strategic priorities.
As you head into your offsite, we recommend the following best practices that lead to success:
Academic plans are typically written as multi-year plans (5-year plans are most common) which can lead to a very detailed and dense plan. Given the complexity and length of the strategic plan, it can feel overwhelming and difficult to break the plan down and prioritize what’s most imperative to execute and focus on. We recommend breaking the larger multi-year plan into digestible annual plans that are more manageable.
We recommend identifying 3-5 main themes in your strategic plan, often referred to as pillars or rallying cries. Once you have core themes, you can prioritize and bucket the most critical initiatives and objectives. Every theme will have specific supporting objectives and key results. We recommend using consistent nomenclature when creating themes, objectives, and key results so any team member can easily understand why the work is significant.
Once we have the multi-year plan broken into annual plans and themes identified, we recommend defining short-term objectives (quarterly or semi-annually) and measurable metrics to drive key results. Breaking down the plan into quarters will feel more approachable and attainable. In addition, it will provide clarity and transparency for the executing team. When the strategic plan is broken down into actionable items, small wins can be celebrated along the way. This boosts motivation, engagement, and morale.
When individuals understand how their work aligns with the high-level strategy and vision, they can prioritize their initiatives. Establish clear, measurable objectives and key results that are easy to track and provide consistent nomenclature. Keep these three tips in mind when writing your strategic plan objectives:
The best way to write objectives is to start by asking, “Why is this initiative important?” When you understand the why, you can create measurable outcome-driven results. Let’s walk through an example objective with key results laid out in Elate.
Theme: Develop and retain a diverse educator workforce.
Objective: Strengthen and diversify the educator pipeline and workforce.
Objective Purpose Statement: Increase mentoring and leadership development programs to retain educators, particularly educators from under-represented backgrounds.
Key metrics:
After your plan is built, it is imperative to establish rituals to stay on track and measure progress against the strategic plan. Rituals are defined as a rhythm, cadence, and process for reviewing objectives and strategic plans. Establishing strong rituals allows critical conversations to happen proactively. When objectives are stuck in limbo or fall off track, proactive discussions can happen. However, many academic institutions have different rituals for different teams. Implementing consistent rituals regularly will help you stay aligned, measure progress, and ensure you’re having the right conversations at the right time.
To keep everyone on the same page and connect tactical execution to strategic vision, we recommend objective owners provide bi-weekly updates. Across many academic institutions, strategy, and operations leaders spend countless hours tracking down updates that become outdated quickly. With Elate, reminder notifications are automatically sent to team members so they can focus more on execution and less on chasing down updates.
We recommend spending a few minutes in executive team meetings reviewing objectives that are off-track or not making progress to create an action plan moving forward. This ritual of reviewing the plan early often brings awareness to the leadership team about objectives that need attention or are falling behind. It also allows space to celebrate accomplishments and wins.
This makes it easy to ensure the strategic plan lives and breathes. Setting and clearly defining rituals for how the plan progresses, updates are made and reviewed, and addressing red flags is key to success.
With key results, objectives, and business-as-usual metrics all in one place, Elate keeps the strategic plan organized with a consolidated view. In Elate, scorecards provide an essential view of business-as-usual metrics and progress. Create specific scorecards for the board, enrollment, grant, and donor activity.
Strategic planning is critical for academic institutions that want to stay competitive, adapt to change, and achieve their goals. By following these best practices, higher education and academic institutions can achieve their goals and stay competitive in an ever-changing environment.
Strategic planning has never been easier with Elate. Our platform simplifies and streamlines the strategic planning process, taking the stress out of it. We make it easy to stay on track with transparent reporting, simple collaboration, and one-click integrations with Salesforce, Google Sheets, Microsoft Teams, and Slack. Your vision can finally meet your strategy.
Learn more about our strategic planning tools and services, or contact us today to learn more about how we specifically work with other Academic Institutions!
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Do you know what your organization’s strategy is? How much time do you dedicate to developing that strategy each month?
If your answers are on the low side, you’re not alone. According to research from Bridges Business Consultancy , 48 percent of leaders spend less than one day per month discussing strategy.
It’s no wonder, then, that 48 percent of all organizations fail to meet at least half of their strategic targets. Before an organization can reap the rewards of its business strategy, planning must take place to ensure its strategy remains agile and executable .
Here’s a look at what strategic planning is and how it can benefit your organization.
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Strategic planning is the ongoing organizational process of using available knowledge to document a business's intended direction. This process is used to prioritize efforts, effectively allocate resources, align shareholders and employees on the organization’s goals, and ensure those goals are backed by data and sound reasoning.
It’s important to highlight that strategic planning is an ongoing process—not a one-time meeting. In the online course Disruptive Strategy , Harvard Business School Professor Clayton Christensen notes that in a study of HBS graduates who started businesses, 93 percent of those with successful strategies evolved and pivoted away from their original strategic plans.
“Most people think of strategy as an event, but that’s not the way the world works,” Christensen says. “When we run into unanticipated opportunities and threats, we have to respond. Sometimes we respond successfully; sometimes we don’t. But most strategies develop through this process. More often than not, the strategy that leads to success emerges through a process that’s at work 24/7 in almost every industry.”
Strategic planning requires time, effort, and continual reassessment. Given the proper attention, it can set your business on the right track. Here are three benefits of strategic planning.
Related: 4 Ways to Develop Your Strategic Thinking Skills
1. create one, forward-focused vision.
Strategy touches every employee and serves as an actionable way to reach your company’s goals.
One significant benefit of strategic planning is that it creates a single, forward-focused vision that can align your company and its shareholders. By making everyone aware of your company’s goals, how and why those goals were chosen, and what they can do to help reach them, you can create an increased sense of responsibility throughout your organization.
This can also have trickle-down effects. For instance, if a manager isn’t clear on your organization’s strategy or the reasoning used to craft it, they could make decisions on a team level that counteract its efforts. With one vision to unite around, everyone at your organization can act with a broader strategy in mind.
The decisions you make come with inherent bias. Taking part in the strategic planning process forces you to examine and explain why you’re making each decision and back it up with data, projections, or case studies, thus combatting your cognitive biases.
A few examples of cognitive biases are:
One cognitive bias that may be more difficult to catch in the act is confirmation bias . When seeking to validate a particular viewpoint, it's the tendency to only pay attention to information that supports that viewpoint.
If you’re crafting a strategic plan for your organization and know which strategy you prefer, enlist others with differing views and opinions to help look for information that either proves or disproves the idea.
Combating biases in strategic decision-making requires effort and dedication from your entire team, and it can make your organization’s strategy that much stronger.
Related: 3 Group Decision-Making Techniques for Success
Having a strategic plan in place can enable you to track progress toward goals. When each department and team understands your company’s larger strategy, their progress can directly impact its success, creating a top-down approach to tracking key performance indicators (KPIs) .
By planning your company’s strategy and defining its goals, KPIs can be determined at the organizational level. These goals can then be extended to business units, departments, teams, and individuals. This ensures that every level of your organization is aligned and can positively impact your business’s KPIs and performance.
It’s important to remember that even though your strategy might be far-reaching and structured, it must remain agile. As Christensen asserts in Disruptive Strategy , a business’s strategy needs to evolve with the challenges and opportunities it encounters. Be prepared to pivot your KPIs as goals shift and communicate the reasons for change to your organization.
Strategic planning can benefit your organization’s vision, execution, and progress toward goals. If strategic planning is a skill you’d like to improve, online courses can provide the knowledge and techniques needed to lead your team and organization.
Strategy courses can range from primers on key concepts (such as Economics for Managers ), to deep-dives on strategy frameworks (such as Disruptive Strategy ), to coursework designed to help you strategize for a specific organizational goal (such as Sustainable Business Strategy ).
Learning how to craft an effective, compelling strategic plan can enable you to not only invest in your career but provide lasting value to your organization.
Do you want to formulate winning strategies for your organization? Explore our portfolio of online strategy courses and download the free flowchart to determine which is the best fit for you and your goals.
Check out our most frequently asked questions or feel free to contact us online or call us at 1-800-776-9676 or +1-713-681-4020
Strategic planning is not just for the business world. While strategic plans have been around in the education sector since the 1980s, it’s not as commonly known.
Strategic planning is one tool APQC offers to the education sector as part of its improvement initiatives. Many school districts are coming to APQC for guidance as they realize the value strategic plans can offer their students, staff, and community. Districts of all sizes benefit from this approach that helps them achieve goals to improve student outcomes as well as become a more efficient and effective organization.
1) Provides a focus . A strategic plan formalizes the school district’s mission, vision, values, goals, and objectives. This enables stakeholders to voice and agree on the same priorities and focus on the same path to improvement.
2) Engages the community and stakeholders . Part of the strategic planning process involves engaging the community and other stakeholders in feedback sessions. This insight early on helps the team develop a more targeted strategic plan and builds community support.
3) Helps create efficiency and saves money . School districts that implement strategic plans ultimately create efficiency that can translate to dollar savings.
Most districts develop a three- to five-year plan that identifies the districts’ strategies, person responsible, timeline, and required funding. The plans should be reviewed regularly to monitor and communicate progress to stakeholders.
School districts that implement strategic plans not only gain buy-in from internal and external stakeholders about the district work but also develop meaningful measures to track and gauge success.
For more information about strategic planning in education, see How to Develop Strategic Plans in Education , in the APQC Knowledge Base.
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IIEP Learning Portal
Five steps to planning for improved learning.
The techniques of strategic planning in education are well-developed, but students’ actual learning experiences have not always been the central concern. In the context of the new Education 2030 focus on education quality, what steps can planners go through to ensure that their education sector plans give priority to improving students’ learning outcomes?
Developing an education sector strategic plan can be a complex and iterative process. But in its simplest form, Planning for Learning involves five basic steps, from analysis of the current situation through to the detailed planning needed to accomplish change. Below, we suggest some of the key questions education planners need to ask in order to focus each step of this process on improving learning outcomes.
The process of planning for improved learning outcomes starts with a diagnosis of the current situation in the education sector, with a specific focus on learning.
Questions to ask : What information about students’ learning do we have, and what are we missing? What are students learning and how well are they learning it? Does their learning match the needs, aspirations, and plans of their parents, communities, and the nation? What are the major learning successes and weaknesses, and what are the causes behind them?
Tools planners can use: Assessment data , Other monitoring data , SWOT analysis , Problem tree analysis .
A plan for improving learning outcomes should offer a vision of a desirable situation for the education system in the future, and identify the ways to reach this situation.
Questions to ask : What are our end goals for improving learning? What are our medium-term objectives? Which strategies will be effective in achieving these learning goals and objectives?
Tools planners can use : Explore strategies for improving learning , Convert your problem tree into a solution tree , Complete a strategic planning grid .
Once policy priorities and key strategies have been defined, they must be translated into specific actionable programmes.
Questions to ask: What are the immediate results or outputs that must be achieved in order to meet our learning objectives and end goals? Which programmes and activities must be carried out in order to produce those outputs? How will objectives and outputs be measured?
Tools planners can use : Complete a Logical Framework Matrix , Develop indicators and targets .
To be achievable, policy priorities and strategies have to be consistent with the demographic and economic realities.
Questions to ask : What are the categories of costs involved in each of our activities to improve learning? What are the other recurring costs in the education sector? Do we need to account for growth (population growth, increased attendance, etc.) when calculating our recurring and new programme costs? What are our projected sources of funding and does the total match our projected costs?
Tools planners can use: Simulation models , Budget template for GPE grants .
Once projected costs have been established, policies, strategies, activities and/or targets may have to be revised in an iterative process until the plan is feasible in all respects.
The action plan is sometimes referred to as an implementation plan or operational plan. It outlines the detailed activities for a specific period of the plan, with information on timing, roles, responsibilities, and costs.
Questions to ask : Which institutions and departments are responsible for each activity to improve learning outcomes? When should each activity be accomplished? Will the financial resources be ready on time?
Tools planners can use : Action plan template , Gantt chart .
Once an action plan has been determined, planners need to ask themselves: How will we monitor whether these activities, outputs, and objectives are accomplished? What kind of data will we collect in order to see whether we are improving our education quality and students’ learning outcomes? and, How and when will this information be collected and analysed? For a more in-depth look at the education sector planning process, two helpful resources are the GPE/IIEP Guidelines for Education Sector Plan Preparation and IIEP’s Strategic Planning: Techniques and Methods .
You can also learn more by reading our Plan for Learning articles and searching for resources in the IIEP Learning Portal Library.
Strategic planning.
Radford University’s 2018-23 strategic plan, “Embracing the Tradition and Envisioning the Future,” was launched by the university’s seventh president, Brian O. Hemphill (July 2016- June 2021). The strategic plan was executed by Hemphill and interim president Carolyn Ringer Lepre (July 2021-June 2022) and brought to closure in 2023 by Radford’s eighth president, Bret Danilowicz (July 2022-present).
Three points regarding the context of American higher education guided the development of the strategic plan. First, modern students are not the same as previous generations, so adaptations must be made to a more diverse student population that learns using different techniques and personal preferences, especially via technology. Second, considering the rapid changes in all aspects of culture, higher education must adapt to the speed at which society moves. Third, because of the greater financial burden on public agencies at the national, state and local levels, the university must adapt to the changing funding model for higher education.
“Embracing the Tradition and Envisioning the Future” segmented Radford’s challenges and opportunities into three overarching themes: technology innovation, funding and campus environment. Six focal areas were then identified as strategic priorities for Radford University: academic research and excellence, brand identity, economic development and community partnerships, philanthropic giving and alumni engagement, strategic enrollment growth and student success.
Following its approval by the Radford University Board of Visitors, the strategic plan began in January 2018. Major accomplishments include the merger with Roanoke’s Jefferson College of Health Sciences to form Radford University Carilion; the establishment of the Vinod Chachra IMPACT Lab as the first competency-based education program within a Virginia public four-year institution; and the integration of the Highlander Success Center to serve as a one-stop academic and career support service for students.
The physical footprint of the university changed significantly during the strategic plan. Reed and Curie Halls, home of the Artis College of Science and Technology, went through a state-of-the-art remodeling that was completed in early 2020. The Highlander Hotel Radford, a six-story destination hotel with two restaurants and 6,000 square feet of event space, opened in April 2023. Construction began in 2021 on the largest building in university history, the 178,000-square-foot Artis Center for Adaptive Innovation and Creativity. The Artis Center, which will contain unique, collaborative learning spaces for the arts and health sciences, is scheduled to open in fall 2024.
With the completion of “Embracing the Tradition and Envisioning the Future,” Radford University is positioned to address new challenges while offering high-quality educational experiences and driving economic development for Southwest Virginia and the entire commonwealth.
What is education for sustainable development .
Education for sustainable development (ESD) gives learners of all ages the knowledge, skills, values and agency to address interconnected global challenges including climate change, loss of biodiversity, unsustainable use of resources, and inequality. It empowers learners of all ages to make informed decisions and take individual and collective action to change society and care for the planet. ESD is a lifelong learning process and an integral part of quality education. It enhances the cognitive, socio-emotional and behavioural dimensions of learning and encompasses learning content and outcomes, pedagogy and the learning environment itself.
UNESCO is the United Nations leading agency for ESD and is responsible for the implementation of ESD for 2030 , the current global framework for ESD which takes up and continues the work of the United Nations Decade of Education for Sustainable Development (2005-2014) and the Global Action Programme (GAP) on ESD (2015-2019).
UNESCO’s work on ESD focuses on five main areas:
UNESCO supports countries to develop and expand educational activities that focus on sustainability issues such as climate change, biodiversity, disaster risk reduction, water, the oceans, sustainable urbanisation and sustainable lifestyles through ESD. UNESCO leads and advocates globally on ESD and provides guidance and standards. It also provides data on the status of ESD and monitors progress on SDG Indicator 4.7.1, on the extent to which global citizenship education and ESD are mainstreamed in national education policies, curricula, teacher education and student assessment.
Climate change education is the main thematic focus of ESD as it helps people understand and address the impacts of the climate crisis, empowering them with the knowledge, skills, values and attitudes needed to act as agents of change. The importance of education and training to address climate change is recognized in the UN Framework Convention on Climate Change , the Paris Agreement and the associated Action for Climate Empowerment agenda which all call on governments to educate, empower and engage all stakeholders and major groups on policies and actions relating to climate change. Through its ESD programme, UNESCO works to make education a more central and visible part of the international response to climate change. It produces and shares knowledge, provides policy guidance and technical support to countries, and implements projects on the ground.
UNESCO encourages Member States to develop and implement their country initiative to mainstream education for sustainable development.
To coordinate actions and efforts in the field of climate change education the Greening Education Partnership was launched in 2022 during the UN Secretary General's Summit on Transforming Education. This partnership, coordinated by a UNESCO Secretariat, is driving a global movement to get every learner climate-ready. The Partnership addresses four key areas of transformative education: greening schools, curricula, teachers training and education system's capacities, and communities.
Every single person can take action in many different ways every day to protect the planet. To complement the ESD for 2030 roadmap , UNESCO has developed the ESD for 2030 toolbox to provide an evolving set of selected resources to support Member States, regional and global stakeholders to develop activities in the five priority action areas and activities in support of the six key areas of implementation.
UNESCO also launched the Trash Hack campaign in response to the 2 billion tons of waste that the world produces every year, waste which clog up the oceans, fill the streets and litter huge areas. Trash Hacks are small changes everyone can make every day to reduce waste in their lives, their communities and the world.
When it comes to achieving success, whether in business, personal growth, or any other area, it’s essential to understand the difference between a strategy and a plan. These terms are often used interchangeably, but they serve different purposes and play unique roles in reaching goals. In this post, we’ll explore the key differences between strategy vs plan, how they work together, and offer practical tips for aligning the two effectively.
A plan and strategy are not the same thing, and understanding the differences is crucial to effective decision-making. Let’s delve into the definitions of these terms.
Strategy is your long-term vision. It sets out the broad, overarching goals and helps position you or your organization competitively. It answers the big questions like “what” you want to achieve and “why” it matters. Essentially, a strategy provides a roadmap, guiding the direction and making sure that efforts and resources are aligned with the desired outcomes.
A strategy is crucial for providing direction and ensuring all efforts are aligned with long-term goals. It sets the stage for detailed planning by outlining what needs to be achieved and why it matters. Whether in business, personal development, or any other area, having a clear strategy helps you navigate uncertainties and focus on what truly matters.
A plan is a detailed outline of the steps you need to take to achieve a specific goal. It breaks down your strategy into actionable tasks, specifying what needs to be done, how it will be done, and when it should be completed. Essentially, a plan is your roadmap for turning big-picture ideas into concrete actions.
A plan is essential for translating your strategy into action. By following a well-structured plan, you can manage your time effectively, stay organized, and make steady progress toward your objectives. Whether you’re managing a project, organizing an event, or planning your daily tasks, a clear plan is your roadmap to success.
While a strategy and plan are closely related and often work together, they serve different purposes and operate on different levels. Here’s a breakdown of the key differences:
Strategy | Plan | |
Scope | Broad and overarching. | Detailed and specific. |
Time frame | Long-term, often spanning several years. | Short- to medium-term, often ranging from weeks to a few years. |
Purpose | Sets the overall direction and goals. | Lays out the steps to achieve specific goals. |
Focus | Answers “what” and “why.” It provides a vision and broad objectives. | Answers “how” and “when.” It provides detailed actions and timelines. |
Flexibility | More adaptable; it’s a guiding framework that can adjust to changing circumstances. | More rigid; it outlines specific tasks and timelines, but can still be updated as needed. |
Measurement | Evaluated by overall progress toward long-term goals. | Evaluated by the completion of specific tasks and milestones. |
Choosing between a strategy and a plan depends on the context, the nature of your goals, and the stage of your project or initiative.
Example : A startup looking to disrupt the tech industry with innovative solutions over the next five years.
Example : A company planning the launch of a new product within the next six months.
Example : A non-profit organization aiming to expand its impact on global education over the next decade.
Example : A non-profit organizing a fundraising event next month, detailing logistics, roles, and schedules.
Example : A corporation developing a strategy to enhance sustainability practices across all operations.
Example : The same corporation planning specific initiatives like reducing carbon footprint by 20% in the next year.
Example : A business strategy that allows for pivoting based on market trends and technological advancements.
Example : A project plan for developing a new software application, with detailed phases and milestones.
Example : Measuring the success of a five-year strategy to expand into international markets by tracking overall market share growth.
Example : Tracking the completion of each phase of a construction project against the planned schedule and budget.
Strategy and planning are closely related, working together to help individuals and organizations achieve their goals. While they serve different purposes, their relationship is complementary and interdependent. Here’s how they connect and support each other:
Strategy provides the overall direction and long-term vision. It defines where you want to go and why it’s important. Without a clear strategy, efforts can become scattered and unfocused.
Example : A company’s strategy might be to become a leader in renewable energy solutions. This broad goal guides all future decisions and efforts.
Planning breaks down the strategic vision into actionable steps. It outlines how to achieve the strategic goals through specific actions, timelines, and resources. Plans provide a detailed roadmap for reaching the strategic objectives.
Example : To achieve the strategy of leading in renewable energy, the company might create a plan to develop new solar technology, invest in research and development, and enter new markets within the next two years.
The strategy informs the planning process by setting the priorities and providing a framework for what needs to be accomplished. It makes sure that the plans are aligned with the overall goals and direction.
Example : If a strategy prioritizes customer satisfaction, the plans will focus on enhancing customer service, improving product quality, and gathering customer feedback.
Planning is the execution phase where the strategic vision is translated into specific actions. It involves creating detailed plans that outline the steps needed to achieve the strategic goals.
Example : A detailed marketing plan might include launching a new advertising campaign, hosting events, and leveraging social media to reach new customers, all aligned with the strategy to expand market presence.
There’s a continuous feedback loop between strategy and planning. As plans are implemented, the results provide insights that may lead to adjustments in the strategy. Similarly, changes in strategy may require updates to the plans.
Example : If market research reveals a new trend, the company might adjust its strategy to capitalize on this trend, and subsequently update its plans to include new product developments and marketing efforts.
Both strategy and planning involve monitoring and evaluation. The success of a strategy is assessed by the overall progress toward long-term goals, while the success of a plan is measured by the completion of specific tasks and milestones. This dual evaluation ensures that both the strategic vision and the detailed plans are on track.
Example : Regular reviews might show that the company is on track to become a market leader in renewable energy (strategy) by successfully launching new products and entering new markets (plan).
Creately is packed with features that make planning and strategizing efficient and effective.
Creately offers a comprehensive library of templates that cater to various planning and strategizing needs. These templates serve as a starting point, saving you time and ensuring you include all necessary elements.
Creately’s collaborative features allow multiple users to work on the same document simultaneously, making it easy to gather input, discuss ideas, and make real-time updates.
The intuitive drag-and-drop interface makes it easy to create and customize diagrams. This feature is particularly useful for those who may not have advanced technical skills but need to create professional-looking plans and strategies.
Improve brainstorming and strategic discussions with visual tools that help teams think creatively and stay aligned.
Understanding the differences between strategy and plan is key to success. A well-defined strategy provides the vision and direction, while a detailed plan translates that vision into actionable steps. By recognizing the unique roles of each and ensuring they are effectively integrated, you can achieve your goals with greater clarity and efficiency. Balancing strategy and planning, and continuously aligning them, is the cornerstone of successful execution in any endeavor.
Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.
Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.
June 19, 2024
Embarking on the journey of public health planning demands more than good intentions. It requires a meticulous blueprint that encompasses budgetary considerations and strategic timelines, and effectively leverages external support. Across a landscape in which every decision has the potential to uplift entire communities, there are a world of opportunities and details to explore. Included among them are the critical components of crafting a robust plan, the value of engaging contractors, and strategies for optimizing resources.
Organizational strategic plans, Community Health Assessments (CHAs), and Community Health Improvement Plans (CHIPs) can supply guidance and inspiration for comprehensive public health planning. These documents offer both valuable insights into public health initiatives and tangible examples of effective planning frameworks. There are multiple examples of existing plans within health agencies across jurisdictions; when seeking them out, consider various criteria (e.g., population characteristics, geographic location, and specific health priorities). By examining plans tailored to communities with similar demographics or facing comparable health challenges, planners can apply approaches that resonate in their own context.
Additionally, understanding the distinctions between strategic plans, CHAs, and CHIPs is essential, particularly for agencies aspiring towards PHAB Pathways Recognition Program or PHAB Accreditation . These plans are separate entities within the PHAB framework, each playing a vital role in shaping public health strategies and fostering community well-being.
Strategic plans outline organizational goals, plans to achieve them, and how to measure success. They drive resource allocation, decision-making, and other priorities organization wide.
Community health assessments offer a complete view of risks, resources, and factors influencing outcomes. Supported by diverse environmental and socio-economic data, CHAs inform health policy, staff protocols, partnerships, program development, funding, resource allocation, and health improvement planning.
Community Health Improvement Plans are strategic, collaborative roadmaps derived from CHAs. They outline how health agencies, partners, and communities will unite to enhance overall health. They guide priorities, resource allocation, and steer project, program, and policy implementation.
*PHAB Accredited Health Department
Agencies considering planning processes and examples from other jurisdictions should recognize the diversity in approaches across different agencies and jurisdictions. There truly isn’t a singular “right” way to undertake public health planning. Instead, it’s about tailoring the process to suit the jurisdiction’s unique needs and circumstances.
The Kansas Institute of Health’s Strategic Planning in the Public Health Sector Handbook offers a comprehensive breakdown of planning elements and timeframes based on a six-month plan development calendar.
Explore Minnesota Department of Health’s Community Health Assessment and Planning Toolkit , a rich resource for navigating the CHA-CHIP process and timeline. Their template includes a detailed approach that considers capacity to accomplish each step within a desired timeline.
Given the variation in the depth and breadth of jurisdiction planning processes, it is challenging to pinpoint a specific dollar amount to cover a planning endeavor. NACCHO’s MAPP Budget Template (part of their downloadable MAPP 2.0 process ) can help systematically think through the resources necessary for planning processes.
External support—in the form of facilitators, contractors, or other specialized professionals—can play a pivotal role in enhancing public health planning by offering fresh insights, innovative strategies, and diverse perspectives. Such support also allows for full, active organizational participation in the planning process. Moreover, they can provide valuable technical assistance, helping to navigate complex challenges and identify best practices from other contexts. By harnessing external support, organizations can optimize their decision-making processes, foster collaboration, and enhance the delivery of services to communities, thereby promoting better health outcomes for all.
In summary, external support brings valuable expertise and resources to public health planning processes, enabling organizations to navigate complexities, engage partners effectively, and develop actionable strategic plans that drive positive health outcomes for communities.
The Sarasota School Board approved the advertisement of a new policy that would split public comment into two sections — as it was before the current board majority took over — and approved a new district strategic plan at its meeting Tuesday evening.
In the first school board meeting since school ended in May, the board approved several items ranging from updated district policies to a new strategic plan. The district's strategic plan acts as a roadmap for the board and other leadership to follow through 2030. At the start of the 2023-24 school year, District Superintendent Terry Conner moved to suspend the district's strategic plan to evaluate and implement his vision . Notably, the new 82-page strategic plan states that the district would seek other funding sources for voluntary prekindergarten programs as federal COVID-19 funding ends next school year.
"With this plan, we will be able to systematically address the needs of our students advancing the quality of education for all students in Sarasota County, and ensuring that we have the effective allocation of resources to do so," Connor said.
The revised public comment policy, which was one of 18 new or revised district policies approved for advertisement, would:
The current conservative-leaning school board majority previously voted to change public comment away from the split model, which was implemented by the previous board majority.
Board member Tom Edwards said he supported the revised public comment structure, pointing out that controversial topics people want are often agenda items, so things most people want to comment on will still happen at the start of meetings.
Board member Bridget Ziegler said she supported the change, as she felt it helped keep the focus on board business.
"I understand no matter where you stand on any position, that you're coming to speak with true conviction and concern," Ziegler said. "Many of you are parents and I understand it doesn't matter if I agree with you or not, I believe you have a right to speak and I understand that passion."
The advertised split in public comment time comes as the board faces a barrage of comments from members of the public who tend to voice their displeasure with board member Ziegler. Recently, school board meetings have consistently gone over five hours since December.
"You realize now giving three minutes for agenda items and two minutes to public comments, you'll be hearing five minutes now from many of us," said Tamara Solum during public comment.
Recent meetings have seen members of the public commenting on Ziegler and her sex life, specifically about her hunting for sexual partners at bars with her husband Christian, the former Florida GOP Chairman, taking secret pictures of women for Bridget to approve. The couple's "prowling" for sex partners was first reported in the Florida Trident , a publication of the Florida Center for Government Accountability.
Christian faced rape allegations by a woman he’d known for years stemming from a planned three-way sexual encounter between Christian, the alleged victim and Bridget — who wasn't able to attend. Sarasota police ultimately did not move forward with charges .
Following the allegations, the Sarasota School Board approved a resolution calling on Ziegler, a founder of the conservative activist group Moms for Liberty who has sat on the board for almost 10 years, to resign .
The revised strategic plan, originally suspended in August ahead of the 2023-24 school year as Superintendent Connor started his first year as the district's leader, reflects Connor's vision for the district's future.
The approved strategic plan is structured around five pillars:
Carol Lerner, a local activist with Support Our Schools, said she thought the plan was a "thoughtful road map" and agreed with the board's approval of it — pointing specifically to the "Expect Literacy for All" item under the "Every Student Achieves" pillar.
However, Lerner said she wished the district had worked to implement more district-based dual language immersion programs and support for district Title I schools. She also pointed to the loss of federal COVID-19 funding for VPK, which would pass the cost onto families which she said would be a hardship given the cost of living in Sarasota County.
"I realized that COVID funds have ended, but it is vouchers to private schools and for-profit managed charter schools that are causing budget woes and drives decisions like this one," Lerner said. "Early childhood education is a game changer and would save the district millions in remedial and other costs."
Board Chairwoman Karen Rose contested criticisms that the strategic plan didn't have dual language programs, pointing to mentions of such programs in 1.3.11 and 1.4.11 in the plan . Edwards echoed Rose's sentiments about dual language programs, adding that they were "alive and well" in Sarasota schools.
Edwards also addressed public concerns about the district's VPK programs and the loss of funding.
"The VPK commitment is a stake in the ground," he said.
Connor explained that the district's VPK program has been previously completely funded by federal COVID-19 dollars, which end in September. He said in the wake of the loss of funds, the district had applied and been approved to receive state funding for its VPK program, which funds some but not all of the program.
The program would still now cost about $107 per week, Connor said. Families on free and reduced lunch receive discounts on VPK, with those on free lunch taking on no cost while those on reduced pay half the cost.
Follow Herald-Tribune Education Reporter Steven Walker on Twitter at @swalker_7. He can be reached at [email protected] .
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A strategic plan helps with decision-making, responsiveness, and innovation. 5. A strategic plan increases communication and engagement. 6. A strategic plan keeps everyone in a school—from teachers to administrators—connected. 7. The best reason of all for strategic planning comes back to every great school's number one priority: students.
Strategic planning is a method used in various industries to deliberately guide decision-making. In education, strategic planning provides leaders with guidance to keep the institution operating, carry out its missions and comply with regulations. Educational strategic planning focuses on the future of a college or university, providing an ...
Strategic planning is essential for successful school management. It provides a roadmap for schools to achieve their goals and objectives while also aligning resources and efforts. Strategic planning is particularly important for schools facing budget constraints, new initiatives, or changes in the educational landscape.
Why a strategic plan is crucial in any school . A strategic plan is a key guiding document for any school, and can have far-reaching effects. Some of these effects include: ... but strategic planning as a school can help us harness education as a power to change the world. By nurturing a love of learning, goodness, creativity and ingenuity, we ...
2. Be a collaborative leader. According to ThinkStrategic, creating a school strategic plan should always be a collaborative process. Avoiding a top-down approach and getting input from educational partners will help minimize blind spots and unlock collective intelligence.
specific plan of action to overc ome organizational issues. Thus, this systematic re view explored the. various literature on s trategic planning in education through th e PRISMA framework ...
Strategic planning guides educational development by giving a common vision and shared priorities. Educational planning is both visionary and pragmatic, engaging a wide range of actors in defining education's future and mobilizing resources to reach its goals. For policy-makers, planning offers the path to: provide quality education for all.
meet our nation's vast potential. That is why the Department of Education (Department) and entire Biden-Harris Administration are committed to a long-term agenda that ensures every student receives what they need to thrive in school and pursue their vision of success—this is what this Strategic Plan seeks to achieve.
A strategic plan in the education sector is the physical product of the strategic planning process and embodies the guiding orientations on how to run an education system within a larger national development perspective, which is evolving by nature and often involves constraints.4 II. The Strategic Management Cycle II.1.
A strategic plan in the education sector is the physical product of the strategic planning process and embodies the guiding orientations on how to manage an education system within a larger national development perspective, which is evolving by nature and often involves constraints. 3. Three Stages of Strategic Planning.
At its beginning, the strategic plan in post-secondary education was viewed as a tool to articulate institutional mission and vision, help prioritize resources, and promote organizational focus. As a result, many of the early strategic planning efforts produced documents that described the institution, but did little to motivate a process.
Strategic planning is a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an institution is, what it does, and why it does it. The college or university strategic plan provides guidance for institutional decisions, both long-term and day-to-day, and makes sure that decisions and operations ...
Strategic Planning. Strategic planning is a systematic process to identify and analyze problems, to set goals and objectives for addressing those problems, to select and implement evidence-based strategies for solving those problems, and then to evaluate the success of the strategies. Engaging in these steps will ensure that (1) efforts are ...
Why Higher Education Needs Strategic Planning Universities are driven to engage in a strategic planning process by a variety of forces. These include: increasing demand for higher education concurrent with a decline in government funding, changing student demographics, and a need to compete with the emerging models of
The Power of Strategic Planning and Education Management. Strategic planning and education management are important to schools because they bring crucial insights that allow decision-makers to adjust their student goals and provide the necessary resources to give learners the best opportunities possible.
This five-step process will help you to craft a strategic plan that goes beyond marketing and delivers on promised results. 1. Understand your current situation. An effective planning process starts with a thorough understanding of your current situation.
Strategic planning is critical for academic institutions that want to stay competitive, adapt to change, and achieve their goals. By following these best practices, higher education and academic institutions can achieve their goals and stay competitive in an ever-changing environment. Strategic planning has never been easier with Elate.
Benefits of Strategic Planning. 1. Create One, Forward-Focused Vision. Strategy touches every employee and serves as an actionable way to reach your company's goals. One significant benefit of strategic planning is that it creates a single, forward-focused vision that can align your company and its shareholders.
Here are three of many reasons: 1) Provides a focus. A strategic plan formalizes the school district's mission, vision, values, goals, and objectives. This enables stakeholders to voice and agree on the same priorities and focus on the same path to improvement. 2) Engages the community and stakeholders. Part of the strategic planning process ...
Improving educational quality through education sector plans The techniques of strategic planning in education are well-developed, but students' actual learning experiences have not always been the central concern. In the context of the new Education 2030 focus on education quality, what steps can planners go through to ensure that their education sector plans give priority to improving ...
The 11-step strategic planning process requires leaders and a diverse group of stakeholders to undertake a systemic and detailed analysis of the institution's situation, both future and current, to develop a roadmap to its ideal future state. This effort involves delving deeply into the institution's inner workings and the external ...
process of strategic planning, namely: considering organizational vision, mission, goals, and objectives, involving stakeholders in strategic planning, and evaluating the internal and external ...
Done well, the strategic planning and execution process is an equitable, open, iterative, responsive, and inspiring opportunity to examine a school's current state, and set a course for the ...
Crafting a vision is the cornerstone of strategic planning in educational leadership. You demonstrate your expertise by articulating a clear, inspiring vision that aligns with the values and ...
The physical footprint of the university changed significantly during the strategic plan. Reed and Curie Halls, home of the Artis College of Science and Technology, went through a state-of-the-art remodeling that was completed in early 2020.
Climate change education is the main thematic focus of ESD as it helps people understand and address the impacts of the climate crisis, empowering them with the knowledge, skills, values and attitudes needed to act as agents of change. The importance of education and training to address climate change is recognized in the UN Framework Convention on Climate Change, the Paris Agreement and the ...
Planning is the execution phase where the strategic vision is translated into specific actions. It involves creating detailed plans that outline the steps needed to achieve the strategic goals. Example : A detailed marketing plan might include launching a new advertising campaign, hosting events, and leveraging social media to reach new ...
These sessions may cover strategic objectives, action plans, and their roles in achieving organizational goals. Developing a Communication Plan: Effective communication is an essential key for keeping any strategic plan off the shelf. Contractors can support an organization in developing a comprehensive communication plan that outlines key ...
Budget Presentations to the Board of Education; Budget and Strategic Planning Staff Directory; American Rescue Plan Act (ARPA) Spending; ... Org Chart for Budget and Strategic Planning; Finance Accounting; Accounts Payable; Activity Fund Support; Budget and Strategic Planning; Business Systems; Capital Fiscal Services; Grant Management ...
The revised strategic plan, originally suspended in August ahead of the 2023-24 school year as Superintendent Connor started his first year as the district's leader, reflects Connor's vision for ...