Strategic Planning2021-03-26T09:49:48-04:00

Strategic Planning

Strategic planning forms the backbone of any successful change, improvement, or transformation effort. Yet, as most of the field knows, strategic planning typically lacks the power to influence district improvement.  The Center works with schools, departments, districts, and other organizations to gather candid input: collect and analyze relevant information, and create a focused road map that includes implementation, communication, and measurement.  


“…such a remarkable and useful book.”  – Dylan Wiliam

“This book, is the antithesis of everything you assumed or imagined about strategic planning.”  – Andy Hargreaves

“They chart an ambitious and productive path for individual and organizational learning.” – Susan Moore Johnson

Strategic Planning Services

  • Engaging district and school teams in strategy development processes designed to create plans worthy of high aspirations for all students;
  • Direct coaching of leaders to help them design leadership actions to deliver on organizational strategy;
  • Scenario planning with working groups charged with making recommendations for inclusion in a strategic plan;
  • Audits of current initiatives to help organizations become more focused and coherent;
  • “Pre-mortem” of a plan to find the gaps, flaws, and weaknesses before the plan is put into place.

For morning information about our Strategic Planning services, contact Isobel Stevenson at istevenson@ctschoolchange.org

Given the depth and breadth of our work to improve student achievement and school climate while and close the achievement gap, we needed to pause and assess progress to date which the Center supported through an audit of culture in the district. Based on the results of that audit, it became apparent that we needed to identify and focus on the attributes of strong building based leadership and then redesign our central office to support that strong building based leadership. Staff from the Center for School Change led several sessions with building and district leaders where we were able to have open, honest conversations about our work together to improve outcomes and opportunities for students. These conversations, while difficult, were productive due to the skilled planning and facilitation of staff from the Center.

Matt Geary, Superintendent, Manchester Public Schools

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