I asked Dr. Kevin McGowan (no relation, but we both agree it’s a fantastic name), to share his expertise in strategic planning with our followers. The award-winning superintendent of Brighton Central School District has become a national leader in K-12 strategic planning, having used his own experience with BCSD to develop the Blueprint for Excellence© process – endorsed by the New York State Council of School Superintendents and the Leadership for Educational Achievement Foundation Inc. In this guest blog, Dr. McGowan shares his process and best practices to guide other superintendents and district leaders in their next strategic planning process.
It has never been more important to be focused, aligned, and intentional in our work. Strategic planning is an absolute necessity for organizations that desire to improve each day and achieve greater success for their students and community. Resources – both human and financial – are limited, the needs of children and families are increasing, and political pressure is at an all-time high.
The beginning...
The Blueprint for Excellence© process was developed over 10 years ago to address organizational needs in our district. The Brighton Central School District located just outside of Rochester, NY, has long been a high achieving successful organization. However, when confronted with the challenge of limited and shrinking resources and a need to improve outcomes for all students, particularly those in underrepresented populations, we needed a system to focus our work, leverage our resources to address the most pressing needs in our school community, engage a large number of school community members and regularly measure our progress. We were an organization where innovation was common, collaboration was institutionalized and expectations were high. However, our innovation was not always aligned between programs and buildings, our resources were not always aligned to our goals, and our goals were not clearly defined based on the needs of students. We needed to design a system to address these organizational challenges. The Blueprint process was born.
Where the Blueprint has helped:
This type of strategic planning has now become part of who we are in our district. Our budget process is driven by needs identified in the Blueprint. Our professional development is planned based on the Blueprint. Our school improvement strategies, projects, and committee work are, likewise, all determined by the Blueprint. The Blueprint is determined by asking our community how we are doing, identifying what we should keep doing or do differently, developing specific action plans based on this work, and then regularly measuring our progress and designing future plans based on the results. It is our through thread.
We’ve been excited to share this work through the New York State Council of School Superintendents (NYSCOSS) and the Leadership for Educational Achievement Foundation (LEAF). Over 50 districts throughout New York State and beyond have utilized this practical, direct, and focused approach to planning. If they were looking for a long, complex, and exhaustive process that results in a thick binder and reads well but perhaps doesn’t push well, then they wouldn’t have been as happy as they seem to be. This approach is intentionally focused, collaborative, and practical. We’ve really emphasized getting the work done instead of talking about the work and solving the problem instead of admiring the problem.
Our Strategic Planning Process
Gather Feedback
Brighton Central School District utilizes an amazing platform called ThoughtExchange to gather feedback from everyone in the school community. We essentially communicate that we’re planning or updating our plans for the future and we’d like to know how we are doing and what suggestions people have. Everyone is invited to offer feedback and see each other’s feedback. This wide-open space makes room for everyone to engage, be a part of the process, and play a role in evaluating the feedback based on their “ratings” of thoughts, all offered anonymously.
Establish or Reestablish Mission, Vision and Core Values
We regularly establish and then review our thinking and statements regarding why we exist (mission), what it looks like when we’re accomplishing our mission (vision) and what our organizational values should be as we do the work (core values). This work is foundational to the plan itself and the work of the organization.
Determine Priorities
The ThoughtExchange data is mined for takeaways and to determine the broad areas that we should address. A goal is developed for each area and these are defined as our priorities. As we seek to innovate, decisions should be aligned to our priorities and thoughtfully planned for in this process. Otherwise, we wouldn’t be able to maximize the investment and truly engage as a focused K-12 organization.
Collaborate on Strategies and Define Action
We bring many members of the school community together to affirm our mission, vision and core values, to review the work currently happening in the district, to develop goals for the priority areas, and then to develop ideas for meeting those goals. We then develop clear action plans with timeframes and responsible parties well defined.
Communicate, Implement, and Measure
We communicate the resulting plan widely and unpack “what it means” for each department and building. We implement and measure our progress through regular public reporting at Board of Education meetings and through a variety of leadership and faculty meetings. This all results in an annual cycle of review, information gathering, planning, implementing, and reviewing.
Key Concepts
Vulnerability
Being open to change and growth is key. Asking earnestly and sincerely how we can be better is not always easy, but it is essential. We pour our heart and soul into the work which makes it hard to be vulnerable in asking those most impacted by our efforts whether or not they’re happy. However, shouldn’t we want to know how work is actually being experienced by those to whom we’re committed? Don’t we want to spend that life energy in the best ways possible? To do so, we need to be open.
Continuity / Consistency
Plans shouldn’t just sound like a great idea in the moment and then be placed on a shelf to collect dust. They need to be the consistent thread that runs through your organizational work if they’re going to truly make an impact. Constant and consistent implementation will make a difference. Straying from the plan or being haphazard in implementation will simply not yield the best results. Stick to the diet to achieve maximum results.
Collaboration
Nothing done well is done in isolation. Involving the hearts and minds of many brings more great ideas, more energy, and more solutions to the table. It also empowers and engages more people in actually getting the work done and makes it more meaningful for those who are most directly involved in making a difference.
Meaningfulness
Strategic planning needs to have meaning for those doing it, for it to be most effective. It can’t be based on the ideas of a few or the deeply held beliefs of an individual. We are better when what we do is meaningful to us. This requires developing buy-in and building internal capacity.
Iterative/Flexible
Although this process sounds direct and well-defined (and it is), it is also important to allow room for growth and flexibility. Within the action steps, it is important to focus on changes that come about in the organization, allow room to shift and design action steps that focus on collaboration, research, and thoughtful systems for implementation. An annual review and update based on results and emerging needs allows for this type of flexibility. Don’t get locked into a strategy 3-5 years down the road that simply might become unnecessary or impractical.
Just Do It
Finally, stop talking about it and start doing it. Ask people how you are doing, be open to their feedback, prioritize your work, set goals, develop thoughtful solutions, collaborate with many, get it done, and hold yourself accountable for what you said you’d do. Stay focused, review your progress, and then start it all again!
About the Guest Author:
Dr. Kevin McGowan has served Brighton Central School District as Superintendent since 2009, and is AASA’s 2023 National National Superintendent of the Year®. He is the President of the New York State Council of School Superintendents, and Past President of the Leadership for Educational Achievement Foundation (LEAF). He is a member of the steering committee for the Levine Center, an anti-bias initiative of the Jewish Federation of Greater Rochester, and the Jewish Life Advisory Board for the Farash Institute. He is a board member of Western New York Educational Service Council, Brighton Education Fund, Brighton Alumni Association and Brighton Chamber of Commerce. Kevin has been a member of several national, state and local committees including the College Board’s Superintendent Advisory Board, NYSCOSS legislative committee and the Commissioners Advisory Council. He also serves on the United Way Campaign Cabinet and the Jewish Family Services Basic Needs Advisory Board. Kevin is also an adjunct professor in the Warner School of Education at the University of Rochester and an adjunct instructor for NYSSBA.
Molly is the liaison between education leaders and the agency, connecting the K-12 community with services designed to accelerate performance and market position. She leads content and partner engagement strategy and is a frequent conference presenter and podcast/blog guest. Molly likes to push it to the limit, and races competitively in Obstacle Course Races on the weekends.