Planning

Why is a strategic plan needed?

Strategic planning is a critical process for building community partnerships for preschool programs. Through this process, community partners discuss and define. . .

  • Their vision - what the end result of their partnership will look like
  • Their mission - the purpose or role the partnership will play in moving toward the vision
  • Their guiding principles - the values and beliefs that will guide their work together
  • Their goals and objectives - what they want to achieve, and how they will measure success

The strategic plan provides a foundation for the more detailed program planning that follows.  Starting to design programs and operations without a strategic plan is like building a house without  a foundation - it may last for a while, but it is not nearly as strong and stable.  In addition, the strategic planning process is an important part of building strong relationships, which is also critical for the partnership's success.

What are the steps in the strategic planning process?

  • First, completing a SWOT Analysis helps the partners understand where they are and where they want to be. Identifying internal Strengths and Weaknesses and external Opportunities and Threats provide useful information in shaping future directions.
  • Developing a vision and a mission statement is often the next step. A vision statement defines a preferred future, such as, "All children will benefit from a quality, early learning educational opportunity." The mission statement defines the purpose of the partnership - how it will contribute to the preferred future. For example, "XYZ organization will provide early learning opportunities for all children and families who qualify for Early Head Start services."
  • Defining guiding principles, goals and objectives. Guiding principles are general guidelines by which the organization will operate. For example, "Families will be involved in the development of their service plan."
  • Goals are expected long-term accomplishments. For example, "Professional development opportunities will be provided to ensure preschool staff is current with evidence-based practices." 
  • Objectives are SMART-- Specific, Measurable, Achievable, Realistic, and Time-defined. For example, "Ninety-eight percent of the children enrolled in preschool services will be current with their immunizations by September 20, 2009."
  • Finally, the group develops an action plan that defines who will be responsible for actions and  when the goals and objectives will be reached.
What role does a facilitator play in the planning process?
  • An outside facilitator, who is not associated with any of the partner groups, is highly recommended for developing partnerships. The facilitator provides an objective, neutral perspective, as well as skills in managing the group's process. This frees the partners to focus on the content of their discussions.
  • The facilitator typically does the following:
    • Works with participants in developing the agendas for meetings,
    • Assists the group in staying focused on the purpose and goals of the meeting,
    • Maintains flexibility with where the group is, as well as where they need to go,
    • Notices the "elephants" in the room,
    • Listens carefully, ask questions and offer suggestions when appropriate,
    • Provides observations and feedback about the group's process,
    • Helps develop and then enforce the ground rules of the group, and
    • Provides written meeting notes.

Why is the facilitator's objectivity and neutrality important?

Productive discussion and decision-making occurs most effectively in a safe environment that allows all parties to provide their thoughts and perceptions. A facilitator who maintains a neutral and objective position helps ensure that everyone is heard, and all ideas are explored.