All districts have strategic plans. For many districts, they are the most expensive document created in a given year. Getting to a final draft usually takes several months or more and requires the time of many staff and community members. There are committees, meetings, surveys, reviews, discussions and multiple rounds of revision.
While senior district leadership and director level staff members might revisit the strategic plan monthly or quarterly to check-in on progress and make adjustments, school leadership teams and their staffs often remain in the dark. They do not know what is on the roadmap, what upcoming meetings and milestones to expect, what actions they have to take, or what resources they need to fully understand and bring the initiative to life in their classrooms.
There seems to be a missing step - which is making the strategic plan easy to understand, actionable and dynamic. These are often very dense documents, with multiple tables, charts, and roadmaps. They are updated a few times each year at best. Their purpose (which is not always achieved) is to make the high-level initiatives, goals, and key actions concrete and available to all stakeholders in the district. However, a strategic plan is a guiding document, it is not designed to manage the day-to-day work of implementing any given initiative. And yet for the goals laid out in the plan to be realized, and for the initiatives to be successful, districts need a way to bring their plans to life and track their success.
What can be done to improve this situation? How do you make the strategic plan visual and actionable? How do you make it clear to schools across a district what the roadmap for the initiative looks like, what exactly is expected of them, and what progress (and success) looks like?
Fortunately, there are a number of approaches and tools that districts can use to make each initiative more visual, make the work more clear, and communicate progress. They are used, to varying degrees, in districts across the country. Some districts might use a mix of these approaches and tools. Each one has benefits and tradeoffs, but if used thoughtfully and consistently, can work just fine. Below is a quick overview of some of these approaches and tools:
Your district may have a tight alignment between the central office and each school, with a roadmap for each initiative and the resources and action plans needed to execute. If that is the case, well done! If this is not the case for your district, or you feel there has to be a better way than what you are currently doing, we may have a solution that fits your needs.
The Education Elements team has thought about this a great deal. That’s why we designed and built Touchpoint. It is based on feedback from district and school leaders across the country and picks up on the expert thinking of our consulting team. It provides a single place for district and school leaders to see a project roadmap for each initiative, the phases of work and key meetings, and the resources and actions needed to implement the initiative. People can mark key workshops and milestones as complete and progress is visualized. By putting all of the dates, people, resources, and actions in one place, Touchpoint gets teams on the same page and better positioned to make the vision for the initiative a reality.