CASBO Strategic Planning 200607

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CASBO Strategic Planning 2006-07
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Purpose

• CASBO uses the Cambridge Model for Strategic
  Planning (SP)
• Organization creates own future
• Focuses resources to accomplish mission,
  objectives and strategies

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Background

• Role in hiring of current executive director
• Embarking on third SP
• Membership not aware of SP
• Observations
• Value of CASBO not widely perceived
• Barriers to participation
• Demographic changes
• Challenges to continuing to be member based

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Process

• Planning
• Team of 26 representing membership and related
  organizations
• Three day session in July 2006 to draft the plan
• Examined
• Internal strengths and weaknesses
• External factors, including competition
• Critical issues

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Process

• Planning
• Draft plan consists of
• Beliefs
• Mission
• Parameters
• Objectives
• Strategies
• Completed plan will also include Action Plans

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Beliefs

• Expressions of fundamental values ethical code,
  overriding convictions, inviolable principles.

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Beliefs

• We believe that
• CASBO thrives on member participation and
  contribution.
• Lifelong learning promotes achievement of
  individual aspirations and organizational
  excellence.
• To be effective, it is vital to anticipate and
  embrace change.
• Acting with integrity and honesty inspires trust
  and confidence.
• Collaboration leads to informed decisions.
• We are responsible for our words, decisions and
  actions because they will impact others tomorrow.

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Beliefs

• We believe that
• Sound public policy is essential to quality
  public education.
• We have a responsibility to provide advocacy and
  support for public school students.
• Public education is essential to a free and
  informed society.
• Passion is a requirement for achieving success.
• Embracing diversity enriches an organization and
  is essential to its continued success.

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Mission

• Three parts
• Declaration of the unique identity to which the
  organization aspires
• Its specific purpose
• The means by which we will achieve our purpose.

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Mission

• 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.

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Objectives

• An uncompromising commitment to achieve specific,
  measurable, observable, or demonstrable results
  that exceed our present capability.

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Objectives

• CASBO is the premier resource for business
  practices and policies in the education
  community.
• The governance, structure, and organization are
  aligned to the mission of CASBO.
• One hundred percent (100) of CASBO members will
  support the mission.
• CASBO will have the resources necessary to
  fulfill its mission.

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Parameters

• Boundaries within which the organization will
  accomplish its mission self-imposed limitations.

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Parameters

• We will never lose sight of our membership base.
• We will not fear change.
• We will never compromise quality.
• We will not tolerate prejudice.
• Individual agendas will not override the common
  goal.

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Strategies

• Bold resolutions that dedicate the organizations
  resources and energies toward the continuous
  creation of systems to achieve the extraordinary
  as expressed in the mission and objectives.

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Strategies

• 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.
• 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.
• We will advocate for sound public school business
  policy and practices, and collaborate on behalf
  of CASBOs constituency to accomplish our mission
  and objectives.

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Strategies

• We will create communication and marketing plans
  to consistently promote the value of CASBOs
  membership, products, and services to its
  internal and external current and future
  customers to accomplish our mission and
  objectives.
• We will strengthen and broaden the recruitment,
  retention, and recognition of volunteers,
  members, partners, and other organizations to
  accomplish our mission and objectives.

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Action Planning

• Five Action Planning Teams (one for each
  strategy)
• Members/staff/planning team liaisons
• Strategic plan is five years
• Action Plans are about one year
• Each strategy will have multiple action plans
• All the steps necessary and sufficient to
  accomplish the strategy

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Action Planning

• Teams worked September-December
• Action Plans went to original planning team for
  review in January
• Entire plan goes to CASBO Board in April

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Implementation

• Specific committees/individuals will be assigned
  to implement
• Entire organization has responsibility
• Plan is the vision for our future
• Sections and committees should examine the plan
  and integrate
• Use beliefs/parameters as guides for behavior
• Examine activities in view of mission
• Agendas reflect strategies
• Support work of implementers