The Key Questions to Ask when Undertaking Strategic Planning

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The Key Questions to Ask when Undertaking Strategic Planning

The key questions for boards and heads considering a process of strategic planning are these:

1. Are we undertaking strategic planning now just because the accrediting agency is dictating the timing? What is the proper timing for launching strategic planning, i.e., when is it opportune and when might it be risky?

2. How do we envision the outcome of the process?  Might it be an update of the status quo or potentially a plan that is transformational for the future of the school? Are we willing to entertain “out-of-the-box” conversations as part of the process? Can the plan ask the big sky questions that relate truly to the future health of the school or is it the usual questions of people, space, and program? Can we undertake a plan that is useful, powerful and not draining and boring? 

3. What are the cultural risks of initiating this process?

4. How democratic should the process be or how controlled and directed should it be? Who should participate?  How large should the group be? How do we engage appropriately (and not dangerously) the stakeholders? 

5. What role will the head as the designated visionary thought leader have?

6. Is the board ready for this commitment and the time involved? This process is more time consuming than the board often thinks. 

There is no one planning approach that works for all schools. Strategic planning can be as risky as it can be useful and invigorating. It can be enervating for board members or it can engage them at a level that is highly productive and visionary. Littleford & Associates has a powerful track record of facilitating mission appropriate strategic planning for over 600 organizations including schools, government agencies, museums, zoos, universities and foundations.


Currently the following webinar sessions can be scheduled:

"Marketing the Mission"

This webinar will discuss strategies to retain current students and recruit new ones, even while the campus is closed. It will include steps to develop a parent ambassador/advocate program. Current parents, when recruited, motivated, mobilized and trained, are a school’s most powerful advocates. 

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The Head of School and Board Partnership during the COVID-19 Crisis: In Support of the Shifting Landscape/Strengthening Governance

The almost ongoing, high stress job of crisis management in schools has filled the space that was once full of organizational charts, contracts, training, legal protection, salaries and other the expectations and demands.The Head of School has needed to refocus and reframe to reflect the new reality. How do the head and the board partner together respond to and manage this uncharted territory? The job is now high stress nearly all the time.

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Please contact us today for availability and to book a time slot in your time zone!

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