I’ve got a plan …
While not nearly as famous as the following quote from Eisenhower, that quote is from one of my favorite classics, "Tommy Boy," where Chris Farley inadvertently holds up a bank due to his miscalculated plan. Trust me; it's a great movie. It also highlights the missteps that can occur when acting without much thought to the ramifications of one's actions. Probably a more famous quote and one worthy of building a blog is the one from Dwight D. Eisenhower, "In preparing for battle, I have always found that plans are useless, but planning is indispensable."
Eisenhower’s words point to the importance of building relationships and understanding where assets and strengths — as well as weaknesses — lie within the system. He describes how plans often get shifted or wholly dissolved in the heat of battle as things change on the battlefield. It is the relationships developed in the planning process that allow the different parts of the system to anticipate and adjust based on the current situation.
In school board governance, the same principles of planning apply. School boards that go through the strategic planning process are rewarded with many valuable benefits. Whether guidance in terms of leadership transition and staff turnover or help prioritizing the use of limited resources, boards and district leaders have a tool that provides direction and focus, in good times and hard times. A final benefit of strategic planning is the opportunity it creates to communicate to and educate your internal and external stakeholders on the essentials and use of resources.
So, what should school boards focus on as they engage in strategic planning? That's a relatively simple answer that prompts a more important question. "What will it take to ensure that our students are successful as they transition into their next step in life." The school district should assess the strengths and weaknesses in the work to understand students' strengths and desires and prepare them for success as they grow. There are examples across Kansas where districts strengthen and develop pathways toward industry-recognized certificates to prepare kids for well-paying careers immediately after high school. These pathways are not built overnight. They require time to plan and develop relationships with area industries and businesses to help equip students with essential skills and provide them access to equipment and other resources.
School districts seeking to better prepare students for the rigors of college may consider increasing the number of high-level course offerings. Again, this objective requires long-term planning to build relationships with neighboring school districts and community colleges or universities within the region.
Improving early childhood supports across the community has been a recent trend in strategic planning. School districts and communities have collaborated and found creative ways to increase early childhood support as a shared local investment. They often pool their resources to target benefits toward the most vulnerable populations in their communities. These are just a few examples of the ways the strategic planning process prompts valuable community conversations and educates stakeholders about the importance of the school district’s role in meeting students' needs and building aspirations.
So, where to begin? Eisenhower’s words stress that the planning process is as essential as the finalized plan. The model KASB uses with districts starts with engaging community stakeholders. Through conversations and education opportunities, you will develop a shared understanding about your district and the current realities your community’s students face.
We encourage school boards to include a wide cross-section of community stakeholders that extends beyond those directly connected to your schools. We push them to think about opinion leaders who may not have been in their schools for 20 to 30 years. These individuals influence your community, even when they lack understanding of what education entails and the challenges that students bring to school today.
From the most enthusiastic and connected parent to a community member who has more uninformed opinions than facts, strategic planning brings stakeholders together to learn, discuss and ask questions about the schools. And at its heart, it strengthens the relationship between your district and your community. This relationship is vital for building a shared sense of purpose, as well as support for the district's focus areas and long-term success. Often, these stakeholders become key contacts or subgroups within the community that can help advance bond issue campaigns or provide district leaders community influence and guidance over the next 5 to 10 years. Additionally, by bringing these community people together, you are adding and growing your circles of support and influence to share the good things happening in your schools.
The time and energy invested in strategic planning pays dividends: improved communication, stronger relationships, partnerships and shared purpose, as well as a grounded guide to navigate changes or the unexpected. Just as Eisenhower stated, plans often become useless, but the planning process is invaluable. Change is constant in education. A solid strategic planning process and the final plan are the essential foundation every district needs — greater, collaborative understanding of what the community expects and values.
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