strategic planning overview

Copyright © Education Elements, Inc. All rights reserved. 1

Strategic Planning Overview

April 20, 2021

Canyons School District

Copyright © Education Elements, Inc. All rights reserved. 22Copyright © Education Elements, Inc. All rights reserved.

Key Questions

What is the process and when will it happen?

How will members of the community be engaged

in this process?

What are the roles and responsibilities of the Board of Education?


Process + Timeline


Schools grow when people grow

1000+Schools

250+Districts

37States

Founded in

2010

Blended &Personalized

Learning

StrategicPlanning

ReturnPlanning Equity

LeadershipDevelopment& Coaching

Teams &Culture

Teacher Retention


Responsive Planningis developing a plan that prioritizes the

process over the product in order to sustain, adapt, and pivot.


Education Elements believes when

Teams prioritize SPRINTS and plan to PIVOT then they are RESPONSIVE.

Communication is CLEAR and CONSTANT then stakeholders INTEGRATE THEIR BELIEFS

Many perspectives are CONSULTED and INCLUDED then a plan is developed WITH and NOT FOR the community

Stakeholders are engaged in FEEDBACK AND DESIGN then there is HIGH BUY-IN and LOW FRICTION


“In preparing for battle, I have always found that plans are useless, but

planning is indispensable.”- President Dwight D. Eisenhower


Necessity of Throughlines for Learning Successfully

Teacher access to skills and knowledge

Content and communities which foster skill development and knowledge transfer

3

Leadership

Systems level thinking and decision-making. Focus on

developing teachers and staff to execute on

strategies.

2

Strategies

Determining which critical approaches will be taken to serve diverse student and community needs

1

Throughlines

Things the pandemic taught us:

● Not all teachers are equally prepared to teach in a tech enabled world

● Students are successful in different conditions

● Many families need training to support their students

● Leadership also needs support in understand how to teach and operate with technology

● Instructional programs disregard leveraging teaching/learning

© 2020 education elements, inc. – proprietary and confidential. 99

How do you change systems then?

Policies: Rules and regulations

Practices: Procedures and shared habits

Resource Flows: How assets are allocated

Relationships & Connections:Communications between different actors

Power Dynamics: Decision-making power and influence

Mental Models: Habits of thought - deeply held beliefs

Kania, Kramer, Senge The Water of Systems Change, June 2018Full article here

https://drive.google.com/file/d/1n9YnA2cv1U5ev9uRV7q6t-MoJ0W0KMHb/view?usp=sharing

https://drive.google.com/file/d/1n9YnA2cv1U5ev9uRV7q6t-MoJ0W0KMHb/view?usp=sharing


Planning Team

Workshops

ANTICIPATED PROJECT PLANAUG - SEPT 2021 OCT - DEC, 2021MAY - JULY 2021

Kickoff with Project Team

Council I Steering

Committee

Articulate project goals, collect existing district data, introduce governance structure

Council III Steering

Committee

Review work of Planning Teams so

far and provide feedback

Visioning exercise, develop community

engagement strategy

Reflect and provide additional support as needed

Bi-weekly Calls w/ Project Team

FOUNDATIONSPLAN AND ALIGN DESIGN

ONGOING

Community Engagement

Focus groups (5)Community Forums (5)

Community Survey

Council II Steering

Committee

Review community feedback and

proposed focus areas

Council IV Steering

Committee

Board of Education

PresentationCommunicate updates to the

Board for feedback and

guidance on next steps

Current State Workshop

Review findings of analysis of existing data

Working sessions to design based on community data:

these groups get into the details!

Review and sign off on final strategic plan

for Board approval

Regular cadence of communication

and updates as project progresses

Board of Education Updates


Board Role + Responsibilities


Team Names + Responsibilities Project Team

Drive completion of work. This team synthesizes and edits the process and plan throughout.

Steering Committee

Decision making body made up of representatives of your district. It is inclusive of different backgrounds, roles, and tenures. This team’s role is to synthesize and deliver the action items outlined in your strategic plan.

Planning Team

This leadership group will play an important role in engaging stakeholders, communicating the strategic plan, giving and receiving feedback, etc.

Advisory Team

This group will serve in a consultative capacity. They will help inform the strategic planning process in order for the working and Steering teams to make representative decisions.


STEERING COMMITTEE

Purpose Tasks

Decision making body made up of representatives of your district. It is inclusive of different backgrounds, roles, and tenures. This committee’s role will be to set the vision and the guardrailsfor your strategic plan. Throughout the creation of this plan, this committee will be tasked with reviewing and providing feedback to ensure it aligns with the needs of various stakeholders.

Meeting 1 (August):Set the vision; advise on community engagement

Meeting 2 (September): Review community feedback; prioritize focus areas

Meeting 3 (November): Review the progress of the planning teams and redirect if needed

Meeting 4 (December):: Review and update the final plan


PLANNING TEAMSPurpose Tasks

A planning team will be identified for each focus area in the strategic plan and will consist of subject matter experts and individuals who represent important stakeholder perspectives. These teams participate in design sprints to identify goals, strategies, key action steps, and progress and success indicators. They make the first line of decisions that will be validated by the steering team.

Design Workshop 1 (October):Establish empathy, align on challenge statements, develop expertise, collect inspiration

Design Workshop 2 (October): Prototype strategies, evaluate and prioritize, plan for stakeholder feedback

Design Workshop 3 (November): Incorporate feedback, plan for testing and ongoing impact monitoring


Community Engagement


What has been true What we want to be true

Create then Invest Invest and Create


WHO: Frameworks for Stakeholder Identification


Adapt Your Message | Engagement Matrix

HIGH INFLUENCE LOW INTEREST

LOW INFLUENCE LOW INTEREST

LOW INFLUENCE HIGH INTEREST

HIGH INFLUENCE HIGH INTEREST

INFL

UEN

CE

INTEREST

HIGH

HIGHLOW


Adapt Your Message | Engagement Matrix

HIGH INFLUENCE LOW INTEREST

INFL

UEN

CE

INTEREST

HIGH

HIGHLOW

“I need to know things, but not all the things”

What to do:● Communicate big

ideas or themes● Highlight wins and

risks● Keep

communication short


Adapt Your Message | Engagement MatrixIN

FLUE

NCE

INTEREST

HIGH

HIGHLOW

“I am deeply impacted, and my support will

move things forward”

What to do:● Incorporate this

person as a partner● Consider expertise

and interest in how you engage this person strategically

HIGH INFLUENCE HIGH INTEREST



FLUE

NCE

INTEREST

HIGH

HIGHLOW

“I’m not very interested and don’t need to be

involved, but don’t forget about me”

What to do:● Consider how you

can utilize other stakeholder strategies for this group

● Monitor their interests for any changes

LOW INFLUENCE LOW INTEREST



FLUE

NCE

INTEREST

HIGH

HIGHLOW

“I am very interested. Don’t forget about me!

What to do:● Incorporate this

person as a partner as available to you

● Engage them with specific topics or requestsLOW INFLUENCE

HIGH INTEREST


Stakeholder Mapping + Equity Lens

Highly represented

Highly impacted

Underrepresented

Highly impacted

Highly represented

Low impacted

Underrepresented

Low impacted


HOW: Strategies for Equitable Engagement


How do we define Equitable Engagement?


Common roadblocks on the way to more equitable engagement

Common Challenge or Pitfall Description

TIME & PLACEThere is a limited time to engage with stakeholders due to tight deadlines. Stakeholder participation has struggled with overrepresentation from some groups and persistent underrepresentation from other groups.

TOKENIZINGThe multitude of voices and opinions within a stakeholder group are consistently ignored, with only the most enthusiastic and visible voices (often those of leaders of community organizations) included.

POLITICS The influence of local governing bodies and/or special interest groups forces certain decisions, leaving leaders in a position of trying to make everyone happy

SURVEY & ENGAGEMENT DATA REVIEW

You have an overwhelming amount of existing data from previous engagement opportunities (surveys, focus groups, etc.)

strategic planning overview

Documents