Planning is an essential activity that helps individuals and school districts to achieve their goals and objectives. Planning involves thinking ahead, anticipating challenges, and developing strategies to overcome them. It provides a roadmap for decision-making, resource allocation, and performance evaluation. Whether it’s an individual planning their day or a large organization planning its operations, planning is critical to success.
Strategic planning and operational planning are both important types of planning in school districts, but they differ in their focus, scope, and time horizon.
Strategic planning is a long-term planning process that involves defining an organization’s mission, vision, beliefs, and strategic goals and objectives, and developing key performance objectives (KPIs) to measure progress towards achieving them. It is a high-level planning process that takes into account external factors such as market trends, competition, and technological developments, as well as internal factors such as organizational strengths, weaknesses, opportunities, and threats. The time horizon for strategic planning is typically 3 to 5 years or longer.
On the other hand, operational planning is a short-term planning process that involves the day-to-day activities and tasks required to achieve the strategic goals and performance objectives. It focuses on the implementation of strategies and tactics to achieve the goals and objectives defined in the strategic plan. Operational planning typically involves setting specific targets, timelines, and budgets for the implementation of specific projects or initiatives. The time horizon for operational planning is typically 1 year or less.
Strategic planning is focused on defining the long-term direction and goals of an organization, operational planning is focused on the short-term implementation of specific projects or initiatives to achieve those goals.
“Strategic planning is primarily focused on defining the long-term direction and goals of an organization.”
“Operational planning is focused on the short-term implementation of specific projects or initiatives to achieve those goals.”
By ensuring that KPIs meet these criteria, organizations can use them to effectively measure progress, make data-driven decisions, and achieve their objectives.
An example of a key performance indicator (KPI) for public education could be the graduation rate. The graduation rate is a metric that measures the percentage of students who successfully complete high school within a given time frame, typically four years.
This KPI is specific, measurable, achievable, relevant, and time-bound. It is specific because it measures the graduation rate, and measurable because it provides a quantifiable percentage of students who graduated. It is achievable because it is a well-established metric, and relevant because graduating from high school is an important milestone for students and has implications for their future success. Finally, it is time-bound because it measures graduation within a specific four-year time frame.
Other examples of KPIs for public education might include student achievement on standardized tests, attendance rates, dropout rates, and college or career readiness measures. These KPIs can provide valuable insights into the performance of individual schools or districts and can help to identify areas where improvement is needed.
• Initiative - A plan, program, project, process or task that will have a positive impact on progress towards a performance objective.
• Action Step - Individual steps needed to be completed to execute an initiative.
Risk Management Plan
- Approve the process to be followed in developing the plan, ensuring involvement from key stakeholders
- Approve the plan
- Align the board’s work to the plan
- Help communicate the plan to stakeholders
- Allocate resources to support the plan through the budget process
- Monitor the plan progress on a regular basis
- Hold the superintendent accountable for executing the plan
The superintendent’s role is to work in tandem with the board as a part of the Governance Team to develop the plan. Once approved, it is the superintendent’s responsibility to carry out the plan and report progress back to the board.