CASBO Strategic Planning 2006-07

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  • Need copy of plan to go over
  • Need copy of plan to go over
  • Have audience read them to themselves
  • Have audience read them to themselves
  • Have audience read them to themselves
  • Go over actual mission statement – next slide
  • Note the 3 parts: identity, purpose, means
  • Have audience read them over
  • Have audience read them over
  • Have audience read to themselves
  • Have audience read to themselves
  • Take a few minutes to discuss each one and especially talk about inter-connections: E.g., professional development is a means to recruit and retain members. Recruitment involves marketing.
  • Take a few minutes to discuss each one and especially talk about inter-connections: E.g., professional development is a means to recruit and retain members. Recruitment involves marketing. Team Leaders: Bruce Husson Sarah Hart Pat Kraft
  • Susan Grinsell Michele Fort-Merrill
  • CASBO Strategic Planning 2006-07

    1. 1. CASBO Strategic Planning 2006-07
    2. 2. Purpose <ul><li>CASBO uses the Cambridge Model for Strategic Planning (SP) </li></ul><ul><li>Organization creates own future </li></ul><ul><li>Focuses resources to accomplish mission, objectives and strategies </li></ul>
    3. 3. Background <ul><li>Role in hiring of current executive director </li></ul><ul><li>Embarking on third SP </li></ul><ul><ul><li>Membership not aware of SP </li></ul></ul><ul><li>Observations: </li></ul><ul><ul><li>Value of CASBO not widely perceived </li></ul></ul><ul><ul><li>Barriers to participation </li></ul></ul><ul><ul><li>Demographic changes </li></ul></ul><ul><ul><li>Challenges to continuing to be member based </li></ul></ul>
    4. 4. Process <ul><li>Planning </li></ul><ul><ul><li>Team of 26 representing membership and related organizations </li></ul></ul><ul><ul><li>Three day session in July 2006 to draft the plan </li></ul></ul><ul><ul><li>Examined </li></ul></ul><ul><ul><ul><li>Internal strengths and weaknesses </li></ul></ul></ul><ul><ul><ul><li>External factors, including “competition” </li></ul></ul></ul><ul><ul><ul><li>Critical issues </li></ul></ul></ul>
    5. 5. Process <ul><li>Planning </li></ul><ul><ul><li>Draft plan consists of </li></ul></ul><ul><ul><ul><li>Beliefs </li></ul></ul></ul><ul><ul><ul><li>Mission </li></ul></ul></ul><ul><ul><ul><li>Parameters </li></ul></ul></ul><ul><ul><ul><li>Objectives </li></ul></ul></ul><ul><ul><ul><li>Strategies </li></ul></ul></ul><ul><ul><li>Completed plan will also include Action Plans </li></ul></ul>
    6. 6. Beliefs <ul><li>Expressions of fundamental values; ethical code, overriding convictions, inviolable principles. </li></ul>
    7. 7. Beliefs <ul><li>We believe that </li></ul><ul><ul><li>CASBO thrives on member participation and contribution. </li></ul></ul><ul><ul><li>Lifelong learning promotes achievement of individual aspirations and organizational excellence. </li></ul></ul><ul><ul><li>To be effective, it is vital to anticipate and embrace change. </li></ul></ul><ul><ul><li>Acting with integrity and honesty inspires trust and confidence. </li></ul></ul><ul><ul><li>Collaboration leads to informed decisions. </li></ul></ul><ul><ul><li>We are responsible for our words, decisions and actions because they will impact others tomorrow. </li></ul></ul>
    8. 8. Beliefs <ul><li>We believe that </li></ul><ul><ul><li>Sound public policy is essential to quality public education. </li></ul></ul><ul><ul><li>We have a responsibility to provide advocacy and support for public school students. </li></ul></ul><ul><ul><li>Public education is essential to a free and informed society. </li></ul></ul><ul><ul><li>Passion is a requirement for achieving success. </li></ul></ul><ul><ul><li>Embracing diversity enriches an organization and is essential to its continued success. </li></ul></ul>
    9. 9. Mission <ul><li>Three parts </li></ul><ul><ul><li>Declaration of the unique identity to which the organization aspires </li></ul></ul><ul><ul><li>Its specific purpose </li></ul></ul><ul><ul><li>The means by which we will achieve our purpose. </li></ul></ul>
    10. 10. Mission <ul><li>The mission of CASBO, the leader in school business management, is to set the standard for best business practices and policies that support public education through high-quality professional development and effective advocacy, communication and collaboration. </li></ul>
    11. 11. Objectives <ul><li>An uncompromising commitment to achieve specific, measurable, observable, or demonstrable results that exceed our present capability. </li></ul>
    12. 12. Objectives <ul><li>CASBO is the premier resource for business practices and policies in the education community. </li></ul><ul><li>The governance, structure, and organization are aligned to the mission of CASBO. </li></ul><ul><li>One hundred percent (100%) of CASBO members will support the mission. </li></ul><ul><li>CASBO will have the resources necessary to fulfill its mission. </li></ul>
    13. 13. Parameters <ul><li>Boundaries within which the organization will accomplish its mission; self-imposed limitations. </li></ul>
    14. 14. Parameters <ul><li>We will never lose sight of our membership base. </li></ul><ul><li>We will not fear change. </li></ul><ul><li>We will never compromise quality. </li></ul><ul><li>We will not tolerate prejudice. </li></ul><ul><li>Individual agendas will not override the common goal. </li></ul>
    15. 15. Strategies <ul><li>Bold resolutions that dedicate the organization’s resources and energies toward the continuous creation of systems to achieve the extraordinary as expressed in the mission and objectives. </li></ul>
    16. 16. Strategies <ul><li>We will evaluate and re-engineer the formal and informal documents, practices and processes that govern the structure of the organization to accomplish our mission and objectives. </li></ul><ul><li>We will provide relevant high quality professional development and technical services including regional workshops, annual conference, certification training, and other services to accomplish our mission and objectives. </li></ul><ul><li>We will advocate for sound public school business policy and practices, and collaborate on behalf of CASBO’s constituency to accomplish our mission and objectives. </li></ul>
    17. 17. Strategies <ul><li>We will create communication and marketing plans to consistently promote the value of CASBO’s membership, products, and services to its internal and external current and future customers to accomplish our mission and objectives. </li></ul><ul><li>We will strengthen and broaden the recruitment, retention, and recognition of volunteers, members, partners, and other organizations to accomplish our mission and objectives. </li></ul>
    18. 18. Action Planning <ul><li>Five Action Planning Teams (one for each strategy) </li></ul><ul><ul><li>Members/staff/planning team liaisons </li></ul></ul><ul><li>Strategic plan is five years </li></ul><ul><li>Action Plans are about one year </li></ul><ul><li>Each strategy will have multiple action plans </li></ul><ul><li>All the steps necessary and sufficient to accomplish the strategy </li></ul>
    19. 19. Action Planning <ul><li>Teams worked September-December </li></ul><ul><li>Action Plans went to original planning team for review in January </li></ul><ul><li>Entire plan goes to CASBO Board in April </li></ul>
    20. 20. Implementation <ul><li>Specific committees/individuals will be assigned to implement </li></ul><ul><li>Entire organization has responsibility </li></ul><ul><ul><li>Plan is the vision for our future </li></ul></ul><ul><li>Sections and committees should examine the plan and integrate </li></ul><ul><ul><li>Use beliefs/parameters as guides for behavior </li></ul></ul><ul><ul><li>Examine activities in view of mission </li></ul></ul><ul><ul><li>Agendas reflect strategies </li></ul></ul><ul><ul><li>Support work of implementers </li></ul></ul>

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