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Ensure your strategic plan succeeds with your educational partners’ input

September 29, 2023

Sarah Mathias

Strategic planning in education – 3 keys to success.

Effective strategic planning is critical for creating positive change in your district. Among the many benefits, strategic plans align educational partners with a shared vision, mission, and values; promote productive decision-making; and help students reach their full potential.

While having a plan in place will usually improve results, strategic planning can present challenges—resulting in endless meetings, countless goal and tactic revisions, and plans that are never fully realized.

In this post, we explore strategic planning in education, touch on some K-12 planning tips, and share three best practices for making strategic planning successful in your school district. With your community’s insights and the right tools, you can win at strategic planning. Here’s how.

In this Article

• What is Strategic Planning in Education?

Strategic planning tips for K12

See thoughtexchange in action — explore the product tour, what is strategic planning in education.

Strategic planning is the process of setting goals, deciding on actions to achieve those goals, and mobilizing the resources needed to take those actions. A strategic plan describes how goals will be achieved using available resources.

While the concept initially stemmed from business practices due to people moving from the private sector into educational leadership positions, many strategic planning tools and paradigms have been adapted to focus on engagement and consensus.

This is because effective strategic planning requires community support at the school district level, both functionally and legislatively. School districts of all sizes use strategic planning to improve student outcomes and respond to changing demographics while staying within the given funding box.

In top-performing schools, leaders have proactively shifted their strategic planning process to include their educational partners. They know that their strategic plans are more likely to succeed with community support and the insights that come with community engagement.

Strategic planning is key to setting students up for success in K-12 and beyond. A solid strategic plan articulates a shared vision, mission, and values, increasing engagement while providing a framework to ensure students’ needs are met so they can reach their full potential.

Your strategic plan will benefit from your district’s input. Here are a few effective ways to engage your district in K-12 strategic planning.

Tap into your educational partners’ wisdom

Your educational partners have valuable insights. Consult teachers, staff, students , parents, and community members throughout the planning process, so your strategy aligns with their perspectives.

Whether you’re setting strategy at the district, school, or department level, consulting diverse participants will uncover unbiased insights, enhance trust and buy-in, and ensure greater success with new strategic directions.

Using ThoughtExchange , leaders can scale their engagement to efficiently and effectively include their community in their district strategic plans.

Use climate surveys

Completed by all students, parents/guardians, and staff, school climate surveys allow leaders to collect participants’ perceptions about issues like school safety, bullying, and mental health and well-being, as well as the general school environment.

ThoughtExchange Surveys get you both nuanced qualitative and robust quantitative data with instant in-depth analysis, ensuring your district understands all angles of school climate. Run surveys independently or combine them with Exchanges for faster, more accurate results.

• Collect benchmark comparisons while tracking and measuring improvements over time
• Gather quality quantitative data for reporting to state agencies or funders
• Identify outliers and trends across demographic groups

Put in some face time with town halls, meetings, or listening tours

In-person gatherings like town halls, meetings, and listening tours are effective ways to understand your educational partners’ wants and needs to ensure they line up with your strategic priorities.

When managed effectively, they give staff and other educational partners the chance to closely interact. In-person gatherings can build trust and morale, promote transparency, and help create a sense of purpose.

Leverage community engagement platforms

Community engagement software lets you streamline your community engagement initiatives. It allows education leaders to gather feedback and get tens, hundreds, or even thousands of people on the same page in just days. It also facilitates candid, collaborative community conversations that help districts realize their goals.

A comprehensive community engagement platform like ThoughtExchange allows you to integrate your strategy with your community and take decisive, supported action in less time. It provides planning, scheduling, and analysis tools to help you quickly set strategy and monitor execution.

3 keys to strategic planning success

1. get everyone on the same page.

Make sure your educational partners are on the same page by allowing them to contribute to and shape your strategy from the start. Lack of alignment about what strategy involves can hinder even the best plans. So the first step in creating a successful strategic plan is getting everyone involved to provide their insights and opinions.

Letting your people know you’re listening and that their insights affect decisions, builds trust and buy-in. Your community will be much more likely to support—not sabotage—a strategy or decision.

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. It will also ensure everyone is committed to the plan. Get all community members involved in how to make the most of the school’s possibilities.

Commit to becoming a collaborative leader and put a plan in place to ensure you can achieve that goal. That may include implementing technology that can support scaled, real-time discussion safely and inclusively for students, teachers, and other educational partners.

3. Get a holistic view of your district

Getting a holistic view of your educational partners’ wants and needs helps you build more inclusive, supported strategic plans.

Depend on a platform that meets all your engagement needs in one place—from surveys to Exchanges—and allows you to consult more people in an inclusive, anti-biased environment. You’ll reduce the time and resources spent on town halls and meetings, and reach your district’s goals more efficiently and effectively.

Engagement and survey software has been proven to contribute to more effective strategic planning in education. It empowers leaders to run and scale unbiased engagement initiatives where they can learn what the people who matter really think— explore ThoughtExchange success stories to learn more .

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Strategic Planning

3 exceptional examples of strategic planning in higher education.

By Mary King

25 october 2023.

• 1 Strategic Plan Example 1: Data-Driven Strategy for Equity with Green River College, WA
• 2 Strategic Plan Example 2: Strategic Innovations in Accessibility with Gallaudet University, DC
• 3 Strategic Plan Example 3: Best Practices Measuring Performance with NEOMED University, OH
• 4 Get the Guide↓

The landscape of higher education is one of rapid change and innovation. Institutions are constantly challenged to adapt and plan strategically to ensure that they stay relevant, on-mission, and competitive. While current and prospective students are critical stakeholders for higher-education institutions, there is also a board of governors, a complex internal employee system of both educators and administrators, and the broader local community. All of these entities interact and form an ecosystem of needs, hopes, ambitions, and goals: balancing so many differing entities and groups (sometimes with competing interests) is where strategic planning in higher education comes in.

An educational institution’s strategic plan plays a pivotal role in guiding positive, sustainable, inclusive, and student-focused growth. From embracing strategic planning software for education and nuanced data to support ground-up change, to improving overall accessibility and work opportunities, let’s explore three examples of strategic planning in higher education that have set benchmarks and best practices for other higher education institutions—whether they are universities or colleges—to follow.

Strategic Plan Example 1: Data-Driven Strategy for Equity with Green River College, WA

In the spring of 2020, Green River College initiated an Equity-Centered Strategic Visioning and Planning process . The primary objective was to create a comprehensive equity-centered strategic plan that would serve as a guiding light for the college’s future endeavors. This plan aimed to articulate a vision, mission, and core values that would shape the college’s path, emphasizing the importance of building a more equitable community. To ensure the inclusivity of all stakeholders invested in the college’s success, a meticulous 10-month community engagement process was conducted. They collected data as part of an Environmental Scan initiative, which offered a thorough overview of both external and internal trends, and provided valuable insights, suggestions, and points of interest from both Green River College and community stakeholders. All of this input played a crucial role in shaping the college’s Equity-Centered Strategic Plan .

The resulting strategic plan stands as a blueprint guiding the entire college forward over the next five years. It delineates clear goals for this period, shows areas for improvement, and details the ways the strategic plan can remain agile and evolve in tandem with the college’s growth and aspirations.

The six strategic pillars of focus (and their success metrics) are:

1. Success for All Students: Green River College has specific KPIs and deadlines to measure the progress made towards this strategic pillar. By 2026, Green River College will have established an extensive student onboarding procedure, ensuring that all students develop educational, financial, and career transition plans within their first two quarters of enrollment. Green River also aims to diminish or eradicate opportunity gaps in students’ retention, progression, and completion by 2026. Finally, they’re aiming to raise the student completion rate from 38% to 43% in that same time period.

2. Excellence in Teaching and Learning: By 2026, every faculty and staff member will have undergone training in anti-racist, equity-focused, and Diversity, Equity, and Inclusion principles. The objective is to reduce or eradicate instructional opportunity gaps associated with race, gender, economic status, and other demographic factors.

3. Responsive Educational Programs and Support Services: There is a targeted goal to increase the percentage of students who experience a “sense of belonging” at Green River by five percentage points annually. The college is measuring this through student surveys, to help them determine whether or not this objective is being met.

4. Integrated and Effective Organizational Structure, Systems, and Processes: By 2026, Green River College is aiming to have established an equity-focused approach for employee recruitment, hiring, and onboarding. They’re also working towards implementing a comprehensive organizational framework, which employs equity-centered principles in shared governance, planning, resource allocation, assessment, and policy development. Included under this strategic pillar is also an effort to increase the representation of faculty and staff of color, aiming to match or surpass the levels in neighboring colleges by 2026.

5. Accessible and Responsive Facilities and Technology​​: One of the success metrics for this pillar is the goal that by 2026, they will have implemented a Facilities Master Plan and a Technology Plan designed to promote accessibility and equity-centered teaching and learning.

6. Impactful Community Connections : By 2026, Green River will be the foremost institution of higher education in the region; one of the ways they are doing this is by building strategic community connections. They are making inroads with the local food bank, strengthening connections with veteran services, visiting and volunteering at local high schools (in fact, all educational institutions—from K-12), establishing artist and speaker series’, and uplifting partnerships with the City of Kent, and South King County, Washington.

Strategic Plan Example 2: Strategic Innovations in Accessibility with Gallaudet University, DC

Located in Washington, D.C., Gallaudet is the world’s only university that specifically caters to Deaf, Hard-of-Hearing, Deaf-Disabled, and Deaf Blind people, of all backgrounds and identities.

Gallaudet’s strategic plan spans an impressive 10 year vision that will situate them as a “beacon” for the community’s values and vision for their student community. This vision will offer improved opportunities for work, career advancement, and an accessible student experience that affirms the value of their diverse student body. In their “Gallaudet Promise,” they aim to uplift the “lives and experiences of all Deaf people of different intersectional identities, wherever they are.”

The “Gallaudet Promise” is the university’s strategic focus built around five action areas:

• 1. Transformational Accelerators
• 2. Anti-Racism
• 3. Bilingual Mission
• 4. Academic Reimagining
• 5. Creativity Way, Including the Memorial Project

Watch an explanation of Gallaudet’s new Envisio-powered public dashboard in ASL! Click “CC” on the video player for closed captioning.

Gallaudet’s strategic plan has made a particular effort to embrace innovation as a tool across all of their pillars. This makes sense: accessibility and innovation go hand in hand. Assistive technology, as well as improved online access and tools, are a component of the first action item, but relates to the other areas as well.

In general, when it comes to higher education strategy and accessibility, higher education institutions are a great place to implement changes around accessibility. They are (typically) moving to be more welcoming to assistive technology, and may even be involved in the development of innovative approaches to education, accessibility justice, and the role technology can play. All students with all sorts of access needs attend universities or colleges—ensuring accessibility to higher education is critical for those with disabilities to be prepared for the workforce and (ideally) achieve a better degree of upward economic mobility and access.

A strategic plan in higher education related to accessibility should include a comprehensive needs assessment. It should also work carefully to ensure a budget that allocates adequate resources to the students, while providing training and raising awareness among faculty and staff, ensuring physical and digital accessibility, offering tailored academic support services, collaborating with disability support organizations, and implementing a feedback mechanism, so they can evaluate and improve their services on an on-going basis.

Gallaudet University is working on all of these areas. They are measuring progress by establishing new customer service operating models, establishing an online platform to disseminate research, lectures, films, and other content produced by The Center for Black Deaf Studies , and restructuring entire sections of the university learning management systems that are able to accommodate a truly bilingual (ASL and English) experience, to better create opportunities for their students and help other sign language economies grow.

Strategic Plan Example 3: Best Practices Measuring Performance with NEOMED University, OH

Best practices for strategic planning in higher education include getting very clear on what objectives are being measured, and why. Understanding the definition of success and identifying priority areas for action are crucial. Without a clear understanding of the problems to be addressed, it’s challenging to initiate a strategic action plan in higher education. As we see across the public sector, higher education strategic objectives can often involve a mix of the more abstract, impact-oriented metrics (measuring a “sense of belonging”), and tangible, output-focused goals (“Increase number of mobile clinics in low-income areas by 15%”). As a best practice, it’s good to be granular and specific about what kind of performance measurement program you’re using, sharing how success is measured, and making sure your goals are all SMART : S pecific, M easurable, A chievable, R elevant, and T ime-Bound.

At Northeast Ohio Medical University (NEOMED) in Portage County, Ohio, they do exactly that!

At NEOMED, success is measured across six pillars through forty-two strategic initiatives. Their strategic plan emphasizes promoting diversity, equity, and inclusion among students, staff, and employees. Given NEOMED’s role as a leading medical research institution training future medical professionals, these values are also very practical metrics. For instance, the university tracks performance measures such as gender demographics and specific actions aimed at reducing disability stigma as outlined in their Strategic Plan: Creating Transformational Leaders Dashboard. Whether it’s a broad, impact-focused goal like fostering a more inclusive environment or a specific, output-oriented objective like establishing a low-cost tutoring center in the library, a well-structured strategic plan provides the necessary steps to initiate and maintain progress toward these goals.

For instance, we can see with regards to their financial aid banner optimization, they are measuring the performance of this project against data regarding financial aid and tuition. Financial aid is a pressing matter for NEOMED–they want to ensure people from diverse backgrounds, including economically disadvantaged backgrounds, are able to attend medical school. They want to become experts in financial aid content, utilizing their expertise to educate NEOMED faculty, staff, and students about the available student aid policies and possible funding opportunities. Tracking data over time—such as seeing how many scholarships have been awarded over time—demonstrates how often these resources are being used, and can indicate how accessible they are.

It’s important for higher education institutions to strategize effectively to maintain their relevance and competitiveness. Embracing progressive, innovative processes and being meticulous with data is a great way to lay down a strategic plan that also balances the complex network of relationships of internal educators, students, administrators, and the wider communities served. A higher education institution’s strategic plan plays a pivotal role in the growth of the institution and the wellbeing of students! We love to see these strategic plans that embrace data to drive equity, make changes around accessibility, and push for better, more meaningful performance measures.

“All of the metrics related to our strategic plan live in Envisio, and we have assigned the ownership and agency of those data points to certain people. It’s helped us develop a common lexicon, and it is the tool in which we demonstrate our progress. Oftentimes, the focus of it is really to celebrate all of the people who contribute to our strategic plan. All of those contributors, the 90 plus folks that are in Envisio, deserve to be recognized and congratulated and to see the impact of the work that they’re doing. It’s important to show the collective impact on driving the mission forward.” — Lacey Madison, VP Strategy and Transformation, NEOMED.

Get the Guide↓

So you’ve got your plan, but how can you go from strategy to operationalization? What about aligning your budget with your strategy? Our free, comprehensive guide From Strategy to Action: A Guide to Operational Planning for Local Governments & Public Sector Organizations , contains insights gathered from the experiences of over 150 public sector organizations, including higher education institutions.

Download now for practical guidance on operational planning now!

Mary King is a professional writer and researcher based in Toronto. She comes to Envisio with a Masters Degree, where she researched the relationship between the disappearance of urban public spaces, and high level decision-making processes in local governments. For nearly a decade, Mary has worked as a community organizer, promoter, and supportive researcher in a variety of nonprofits and think-tanks, and her favorite area of focus was in connecting local artists with marginalized youth. Since 2017, her writings and research on policy, local governance, and its relationship to public art and public space has been presented at conferences internationally. She has also served as both a conference chair and lead facilitator on professional and academic conferences across Canada on how to better bridge academic research with local change-agents, policy makers, artists, and community members. Envisio’s mission of excellence and trust in the public sector maps onto Mary's interest in local government and community mobilization. She loves working at Envisio because she cares about having well organized, strategic, and transparent public organizations and local governments. Mary is also a creative writer and musician and has been supported in her practice by the Canada Council for the Arts. Her stories can be found in literary journals across Canada.

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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:

• Clearly define your vision: The first step in developing an effective strategic plan is to define the vision for the school. This should be a clear, concise statement that articulates what the school hopes to achieve. 
• Identify key objectives: Once you have a clear vision, identify the key objectives that will help you achieve them. These should be specific and measurable goals that align with your vision.
• Create measurable, outcome-focused key results: With your objectives in mind, it is important to focus on creating key results that drive outcomes, not outputs to help you reach your targets. Schools that focus on driving actionable objectives with outcome-based key results will ensure they stay aligned on what truly matters.
• Prioritize and allocate resources: It's essential to prioritize your strategies and allocate resources accordingly. Determine which strategies are most critical to achieving your objectives and ensure that you have the resources (e.g., time, budget, personnel) to implement them effectively.
• Monitor and evaluate progress: Finally, monitor and evaluate progress regularly to ensure that you are on track to achieving your objectives. This will help you identify areas where you may need to adjust your strategies or allocate additional resources.

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.

Take a field trip: host an annual Strategic Planning Offsite 

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:

• Get Outside of the Office : Find space outside of the work environment to reduce distractions and encourage collaboration.
• Set a Clear Agenda : Agree ahead of time on the purpose of each day, the deliverables, and actionable next steps. 
• Make Space to Think: Carve out time for free thinking vs. relying on group thinking to encourage new ideas. If you need a template, we recommend using this worksheet to guide the conversation .

Simplify the strategic plan: align your high-level strategy with tactical execution

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.  

Consistency is key to a successful strategic plan

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:

• Objectives should be aspirational and push people outside their comfort zone.
• Each objective should have 2-3 measurable and quantifiable results.
• Have a clear, defined owner responsible for recurring status updates. 

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: 

• Increase mentoring program engagement by 50% 
• 96% educator retention rate 

Implement rituals and track success with dynamic strategic planning

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. 

Focus on the right metrics to measure your strategic plan's 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. 

Elevate your strategic plan with Elate

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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Strategic Themes and Goals

2021-2026 Strategic Plan

Strategic Themes

The strategic plan is not intended to be all-encompassing. It is designed to provide focus on key initiatives we commit to act on to move toward our vision. We believe the goals, action steps, and metrics of success are within the COE’s influence to change, address, and/or improve upon.

The strategic plan goals are focused on Inclusive Excellence and Sustainability in Education that are supported by Discovery, Learning, and Engagement .

Our goals are aligned with our values, vision, and mission to take decisive steps through a five-year strategic plan period ending in 2026 focused on inclusive excellence and sustainability in education. Strategic plans work when there is a clearly established execution plan that includes focused goals, action steps, and metrics of success.  

Strategic Plan Overview

Goal 1: Implement teacher education innovation as a means of improving sustainable practices in education that impact the world around us.

Goal 2: Increase student enrollment and retention with recruiting emphasis on historically underrepresented groups.

Goal 3: Promote positive climate practices that value and showcase work in support of inclusive excellence.

ALL GOALS INCLUDE AND DEPEND ON THE DEVELOPMENT OF A COMPREHENSIVE DATA DASHBOARD

This strategic plan is predicated on careful measurement, data collection, and publishing of results. It is critical for the COE to commit to the development of an execution plan process including the development of data dashboards to monitor progress and results.

Inclusive Excellence Equity mindset. Equal Choices. Equitable opportunities. Innovate. Together

We recognize inclusive excellence as integral to our vision, mission, and a just world. We believe inclusion is fundamental to excellence and thus integral to rigorous scholarly pursuits, and academic success. We believe in the intentional incorporation of cultures, worldviews, histories, traditions, talents, and perspectives of all people across all places. Inclusive excellence defines diversity broadly and includes race, nationality, ethnicity, language, religion, social class, age, (dis)ability, sexual orientation, and gender identity and gender expression, as well as diversity of thought. Inclusive excellence situates that diversity is a powerful, sustaining community strength that must be consistently and actively practiced to achieve outstanding discovery, learning, and engagement outcomes.

Sustainability in Education Foundation in Transformation. Together.

The College of Education’s foundation for transformation is based in sustainability in education. Sustainability in education aims to develop knowledge, skills, and the motivation to act in ways that contribute to improving the interdependent connections of environmental, social, cultural, and economic systems to support enduring effectiveness. Communities are sustained when we invest in diversity, equity, and inclusive practices that allow ALL members of a community to engage, sustain, and improve their communities. Sustainability is at the root of educational endeavors in the College of Education, branching through all areas of activity and scholarship, including discovery, learning, and engagement.   

Our Priorities and Goals: Visionary. Innovative. Foundation in Transformation. Together.

The strategic plan goals are focused on Inclusive Excellence and Sustainability in Education built on our columns of Discovery, Learning, and Engagement . Our goals and strategic priorities are aligned with our values, vision, and mission to take decisive steps through this five-year strategic plan, laying a new foundation of inclusive excellence and sustainability in education. We accept the challenge that Purdue’s College of Education can be an incubator of innovation, laying the foundation for a better educational system for all. As such, our priorities ensure we will:

• Nurture a framework concerned with the present and future that has social justice at its core and focuses on the interdependence of communities, both locally and globally, in the context of an uncertain 21st century.
• Revitalize and sustain equitable communities through pedagogies of care enacted through culturally relevant, responsive, and sustaining pedagogies .
• Promote civic engagement and advocacy by nurturing discovery, engagement, and learning activities that work toward the well-being and development of all communities; support students, faculty, and staff in civic engagement and advocacy activities that build relationships with local, national, and global communities.
• Ground College of Education programs in a global perspective that is future-oriented and positions educators as change makers in a broad and powerful sense.
• Support classrooms as ecosystems where rich relationships honor interdependence and reciprocity and that emphasize empathy and social imagination. 
• Facilitate the development of a knowledge base in the sciences and humanities and their relationship with the environment and societal well-being.

Goal 1:  Implement teacher education innovation as a means of improving sustainable practices in education that impact the world around us.

Goal 2:  Increase student enrollment and retention with recruiting emphasis on historically underrepresented groups.

Goal 3:   Promote positive climate practices that value and showcase work in support of inclusive excellence.

Sample School Strategic Plan

Education is the very foundation of every professional. This fact makes it important, regardless of whether you tackle elementary, high school, college , or postgraduate levels. It became so important that it has been included in the top priorities and goals of each individual. For this very reason, a school administration has to see to it that its departments are introduced to continuous improvement for it to satisfy their market’s demands. And, the best way to do so is through the process of planning. During such a process, a school outlines sets of strategies and the project action plans that would likely sustain the business in 3 year’s time, more or less. A good example of this is a one-page strategic plan for the whole school approach. Get more samples by having a look at our Free 15+ School Strategic Plan Examples in Microsoft Word, Google Docs, and Apple Pages.

15+ Sample School Strategic Plan Examples

1. school strategic plan.

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2. School Educational Strategic Plan

3. School Academic Strategic Plan

4. Primary School Strategic Plan

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5. Private School Strategic Plan

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6. Strategic Plan For School Improvement

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7. Sample Strategic Plan For School Improvement

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8. Five-Year Strategic Plan For Schools

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9.  Quality Strategic Plan in Secondary Schools

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10. 5-Year School Strategic Plan Example

11. School Strategic Development Plan

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12. School Management Strategic Plan

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13. Basic School Strategic Plan

14. Formal School Strategic Plan

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15. Simple School Strategic Plan Example

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16. Printable School Strategic Plan

Size: 646 KB

What Is a School Strategic Plan?

A school strategic plan is a document that establishes a certain institution’s development path with the goals, objectives, strategies, and activities taken into account. In fact, Eric Vo wrote in his 2018 article for Hartford Insurance’s website that if such a plan is prepared well, it can lead to the awakening of an organization and its employees’ responsiveness to both opportunities and challenges. In other words, a high school strategic plan , college strategic plan, or an academic strategic plan is not just good for a school to generate profit but also for it to sustain itself when disadvantageous circumstances arise.

Keys To a Successful Strategic Planning

The keys to making a successful strategic plan can be broken down into three, including team chemistry, communication, and adaptability.

Team chemistry, just like in sports, plays a crucial role in smoothening the functions of every employee in a company, which can gradually lead to the success in any undertaking, such as the implementation of strategic planning. It can be gained by also planning, implementing, and maintaining an employee engagement strategy and communication plan .

In another aspect, the success of the strategic plan also relies heavily on the adaptability of a company and its constituents—the main reason why is that such a plan is set for long-term company goals. Within the timeframe of its project implementation plan , a lot could happen. With the ability to adapt to sudden changes, the project workflow will not be affected, and the overall strategic plan will be carried on.

How to Organize a School Strategic Plan

Planning is one of the hardest parts of a project. Apart from elongating your patience, you also have to be very careful in taking each step of the process. Given its difficulty, it is understandable that you have to go through a series of process analysis , and will be answering a couple of project evaluation questionnaires . And, failing those can cause a loss of your time, effort, and money. To prevent your company from losing any, we have set our list of guidelines and insights below on how to successfully organize a school strategic plan.

1. Identify Rooms for Development

There are many aspects in a school that needs to be developed for it to cater to more students, to have better business results, and to prepare its constituents from unforeseeable endangerments. To narrow down your focus as you organize your business development strategies , you have to identify which among the rooms for development you should be working on.

2. Cite School Resources

Before you go on in conceptualizing your plan, know what resources school has. This is so it will be easier for you to manage the asset allocation that will be useful in the pursuance of your future strategic plan.

3. Set Goals and Objectives

The goals and objectives are the main drivers of any plan. This is why setting your short-term and long-term goals are necessary. With these drivers in hand, your company employees will have a clearer overview of what they should prioritize.

4. Meet With Stakeholders

It takes more than just one mind to achieve a successful strategic plan for your school . Therefore, you need to call in people who have long experiences in your school’s management – executive stakeholders. Creating an executive meeting agenda may be a hassle, but the fruit that the meeting bears will surely be sweet and highly beneficial.

5. Draft Plan

Once you have discussed your strategic plan with the stakeholders, it is time to put them into technical writing . Why? Obviously, the reasons are mainly for formality, legality, and guidance. By documenting the details of such a plan in your data inventory , all concerned employees will have a good reminder about their tasks, responsibilities, and targets.

6. Present, Evaluate, and Revise

After drafting your plan’s specifications, present them to the stakeholders one more time. This is for you to identify faults and garner recommendation reports from them that can make your strategic plan more effective and efficient. Once the suggestions are collected, revise your output accordingly. This step might be repeated until the stakeholders are satisfied.

1. What are the major components of a standardized strategic plan?

A standard-based strategic plan must include the following:

– Mission, Vision, and Values Statements

– SWOT Analysis

– Goals and Objectives

– Strategies and Relevant Activities

– Evaluation and Maintenance Strategy Plan

2. What is the difference between a strategic plan and tactical plan?

A strategic plan gives out the broader context of how to achieve long-term goals. A tactical plan, on the other hand, focuses more on detailing the activities to reach the set goals.

3. Are schools businesses?

Yes, they are. Schools offer services, which take forms of educational programs, to students who are their customers or clients in exchange for a specific amount of money.

Almost all individuals know how important schools are in our society. And businesses, by nature, have to build themselves up for it to cope up with the changes, especially the ones that influence the customer preference. While doing so, they also have to take into account several internal factors. In line with this, a school strategic plan is a perfect document that must be developed to ensure the completeness of a development project .

Text prompt

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Create a study plan for final exams in high school

Develop a project timeline for a middle school science fair.

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Five-Year Strategic Plan

The IU School of Education is dedicated to making an impact in the field of education. As we look to the future, we must consider the changing landscape of education and the evolving needs of our students, faculty and staff. This strategic plan is intended to guide our efforts over the next five years and help us to continue to be a leader in the field of education. The plan lays out our vision in the areas of research, service and student success, with goals, objectives and strategies for each area.

We aim to identify and promote high-impact, transformational, interdisciplinary research areas; advance the SOE’s research reputation; and develop partnerships and a community to drive research and innovation.

We aim to develop and disseminate educational resources across contexts and populations; engage in collaborative partnerships with more schools and organizations; and engage strategically with diverse stakeholders to promote just and equitable learning opportunities.

We aim to work toward equity and justice in all SOE programs; evaluate issues of availability and affordability; encourage the development of new programs; and become a leader in the design and use of technology-enhanced active learning spaces to support high-quality teaching.

We continually strive to ensure that our students feel safe and can thrive in an environment that challenges and motivates them to reach their highest potential. Dean Stacy Morrone

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Strategic planning

The need for an iiep remains higher than ever.                                    (unesco internal oversight services, 2013).

 An effective ministry is guided by a plan which brings together all stakeholders and is regularly monitored and updated. IIEP strongly believes that planning is not a one-off activity. Rather it is a continuous practice that should engage all ministry departments and partners at national and subnational levels in a consultative and participatory process. Institutionalizing planning necessitates that ministries establish a strategic vision and priorities, coordinate their programmes and budgets annually and within a medium-term expenditure framework, negotiate with national and international financing agencies, and periodically monitor that it is on track to achieve policy objectives through implementation reviews.

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:

• implement education reform and system transformation;
• realize equal opportunities for children and youth;
• provide quality education for all.

IIEP has strong experience and expertise in strategic planning and has developed in collaboration with the Global Partnership for Education (GPE) two newly published documents to help ministries in charge of education transform their processes and operations to meet the challenges of a changing world:

• Guidelines for Education Sector Plan Appraisal
• Guidelines for Education Sector Plan Preparation
• Guidelines for transitional education plan preparation

• train and coach on concepts, processes and tools to improve the practice of educational planning and management;
• analyse and reflect on education trends and issues from a policy and planning perspective;
• provide technical assistance and policy advice on critical issues for educational development.
• IIEP in Action 2018-2019
• Capacity development in educational planning and management: Learning from successes and failures

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