The other important component of a strategic plan is an environmental scan, which reveals potential threats of the company as well as strengths. The other part of strategic planning is strategy implementation, which involves using the company resources to ensure that its objectives are achieved. The Kick-Off was the first step in our important process of strategic planning, a process that will culminate in a new five-year Strategic Plan for the Rossier School and the launch of our capital campaign in the spring. On September 27th a meeting of the full Rossier faculty was held to solicit additional input through both the large groups and the constituent sub groups. We all know that the educational environment is changing rapidly – and that the status quo in K-12 schools, universities, and Schools of Education does not work.
For those of you who are new to the school, our mission is strengthening urban education locally, nationally and globally. I would like to thank the planning committee that you see here, which has taken on the complex task of organizing the week to achieve the outcomes that will guide our future work. During Strategic Thinking Week, our challenge is to generate ideas and our vision of what an undisputed impactful school of education will look like in 2020, a School of Education that is innovative, transformative, leveraging our distinctiveness to be responsive to changes, and committed to and driven by BIG IDEAS. The Rossier School has three transformative paths that constitute a foundation for our continued success. These three pathways of activity and proven accomplishment… Graduates, Research, and Partnerships… will be the basis of new innovations in the future.
Last March, as a result of a creative brainstorming session, Rossier’s Board of Councilors challenged us to identify our next “Moonshot”. To return to our work with shared enthusiasm and confidence in Rossier’s ability to have real impact on educational policy and practices. We realized that in order to have the kind of mission impact we wanted, we needed to focus our efforts and resources more strategically. We designed thematic dissertation groups and had students work with schools and districts so this research had immediate practical applications. There are 3.3 million teachers in public schools – the largest occupational category and yet we have lost 250,000 jobs in the last 18 months according to the USDOE. Last Friday I saw in the LA times, a repor issued stating the results of the new student tracking system.
The traditional model of college is changing, as a result of such forces as for-profit colleges. Philanthrophic money is going to non-traditional teacher preparation programs: for instance Teach for America raised $200 million in 2010 alone, compared to the largest gift to any School of Education ever which was 10% of that. Money is also coming from non-traditional providers to supply leaders and teacher development.
Who we are as a School of Education is being directly challenged, as you can see from this quote from Secretary of Education Arne Duncan. We have a diverse faculty – in multiple meanings of that term – and a rich cross-section of expertise in our faculty. Strategic Thinking Week is the next big event to move our planning forward.It will entail four half days brainstorming and idea generating sessions for the faculty members from each of the school’s four Concentration. I want to stress that your involvement in this process is not only welcomed, it is absolutely critical.
The goal of Strategic Thinking Week was to bring representatives from our many constituencies together to continue to define what an impactful, innovative School of Education must look like in 2020 and how the Rossier School will achieve that status. During Strategic Thinking Week, the faculty from each one of our four concentrations met for a half-day and focused specifically on that concentration. This meeting broadened the scope of the discussion and involved representatives, chosen by the planning team, from our faculty, staff, the student body, alumni, and other external stakeholders.  This Integration Meeting  used the work of the concentrations to focus on establishing bold goals for the School’s future, in the context of an educational landscape that continues to change dramatically. Strategic planning is an ongoing process that enables an institution to define its mission, vision, values and goals as well as the strategic initiatives and resources required to achieve its goals. On Wednesday, May 21st, the Strategic Planning Project Team presented to Session our final recommendations, which are outlined below. Attached is the Stretegic Planning team update that we presented at Breakfast Club on Sunday, February 23, 2014. Thank you to everyone who took the time to complete our congregational survey - Via hard copy, email, or online!
First, thanks to all of the veterans in our congregation and tied to our congregation for your service to our country!The last day to complete and submit the congregational survey is Monday, November 11. Here is the summary of yesterday's team meeting that was presented to the congregation at both services this morning - Enjoy and please comment!The Strategic Planning Project team met yesterday to share the preliminary results of our Gap Analyses.
Interpretation – Development of a summary interpretation document and present, without judgment or reservation, the best opportunities which will create new revenue and growth opportunities. Review and Refine – This is a collaborative review and critique of the possibilities presented in the Interpretation phase. Strategic Planning – Once the Review and Refinement phase is completed, which may take numerous iterations, we take all of the information and conclusions and convert them into a somewhat traditional Strategic Business Plan. Tactical Execution – If you decided to move forward with the strategic plan created in the previous phase, the next step is to convert it to a tactical implementation plan.
Make Your Startup Bullet Proof!How To Stand Out When Everyone Promises Online Nirvana For Nickels? Strategic Planning and Business Planning is a process to enable your organisation to determine what it wants to be and chart how to get there.
One of the deliverables of this process is to develop action plans and resource plans to achieve the most beneficial opportunities.


BCAI Member: Business Consulting International has developed a sound approach for providing paperless management systems which the organisation can maintain itself. Business Consulting International (co-founding member of the Consulting Alliance) has developed tools to help boards with Corporate Social Responsibility including the elements of ISO 26000. A strategic plan includes having a mission statement that describes the vision of the company. Strategic formulation is another important part of planning strategically which seeks to enable the company to attain much needed profits and to be superior to its competitors.
I am eager for this discussion to begin about what will drive the Rossier School’s record of accomplishment. All of us care deeply about making a positive impact through our work, so it is imperative that we take notice of and respond to these changes as we did in 2006-07 when we developed and began to implement or current 5 year strategic plan. Our five-page strategic plan includes fuller descriptions of our vision, our guiding values, and the 4 goals with accompanying strategies for accomplishing the goals. That is, what was our next big idea, comparable to the creation and implementation of the EdD and the MAT.
We have proven that we are change agents, and that we respond to what education needs with work that has real impact on the field. So a few things to take away from this slide, in addition to our more than doubling our student body and increasing our faculty number substantially, include reducing our number of degree offerings and eliminating the undergraduate degree. We also know four out of 10 teachers hired since 2005 entered teaching through non-traditional programs. For example, the Broad Superintendents Academy is training corporate CEOs, retired military personnel and other leaders to be school superintendents. In order to change the public mindset about schools of education and their value, we need boldness, innovation and collaboration. In fact, close to 5 decades separates the youngest members of our Rossier faculty from the most senior.
These meetings will serve as the foundation for the work of the Integration Meeting, which is Friday and half day Saturday. Before we move on to our guest speaker, I’d like to share a two minute video clip which I think illustrates why we do what we do and why it is so important that the Rossier School of Education set a bold course and Succeed.
Our Strategic Plan was developed over multiple years through Engaging Excellence and a robust planning process that incorporates the initiatives outlined below.
We received x(62) responses, which the Strategic Planning Project team digested and applied to our Gap Analyses. We begin by identifying core values your products and services bring to customers along with an investigation into your target markets and needs you are meeting for them. Again, this will be be an iterative process which may include other organizational leaders and specialists, as well as outside research resources and vendors. If done correctly it should engage your staff and key stakeholders in creating value outputs and outcomes which provide for ongoign viability, sustainability and good reputation. With the guidance if the vision the company states its objectives as part of strategic planning process.
The last part of strategic planning is evaluation since for a plan to be successful it has to be monitored. We have been successful and then some in achieving our goals, working together to use data to drive decisions, using shared governance and expecting a high touch service orientation. Joining us as facilitators, as they have in past planning endeavers, are Nancy Aronson and Rosi Barbeau. To build it required long periods of painstaking trial and error and innovative thinking because no company had applied transistor technology to a consumer product before. Another accomplishment was to completely overhaul teacher preparation; by moving away from our undergraduate degree and taking our MAT program online with 2Tor, a for profit company. The headlines about lay-offs and pink slips has had a different effect on educators and potential educators – they are not coming back to school, to ed schools, as they have in the past. While this is not a big trends right now, there is a bill before Congress to allow not university-based providers to grant masters level credential.
We need to see the environment as providing an opportunity to distinguish ourselves as an innovation school. This characteristic is important to how and what we do and our next speaker can help us unpack this situation. That meeting will include faculty representatives as well as a diverse set of external stakeholders. Going forward, we will have a dedicated web site where people can post ideas and comments, and give us feedback. It will take many people working together to make this happen; in fact, some of this work has already taken place! These areas have been identified for proposal to Session, but all except for the Preschool Reboot are still being finalized:Restarting the Preschool - Linda DeLost shared an update on this effort, which is already underway! Here is an update on the Strategic Planning Project team's efforts, as we head into our next meeting with Tom Ehrich on January 24-25. As mentioned at Breakfast Club, we are committed to being as real-time and as transparent as possible with our work - Which is why you will find below a summary of the survey results, by question. Creating further refinement until the Strategic Plan is something both parties agree is rock solid.
In reading our current plan, I see the innovation and entrepreneurial spirit that characterizes our programs in Rossier, and how these two attributes drive the impactful work of our research centers and degree programs.


I show it not to imply that the BOC identified what our ideas should be, but to acknowledge the Board’s support for or next big ideas. And not only our research centers have flourished, but we have 16 Rossier faculty who are not directly affiliated with a center but who are managing external funding. Maybe not, because the latest Gallup Poll shows 70 percent of the respondents agreeing that teaching well is a result of natural talent, not something that can be taught in colleges and universities. They will use the information from the Concentration Meetings as springboards for generating, exploring and beginning to develop our bold ideas for the future of Rossier. Use extra sheets of paper for the hard copy surveys, as there is not much room for comments! It is meant to identify and highlight all of the key strategic opportunities along with sufficient background to assess their viability and potential return on investment (See the Strategic Deliverables page for more details). This will represent the conclusion of a typical strategic audit or assessment if you haven’t opted to move through the entire FIRST  strategic business planning process.
Our past innovations like the EdD and our current faculty scholarship give me confidence and inspiration about Rossier’s future. The Board has committed to helping us find the resources to make the next Moonshot a reality. Enrollment at for-profit colleges has shot-up up and the University of Phoenix has 400,000 students. Students will increasingly expect access to classes from cellular phones and other portable devises. We will follow Strategic Thinking Week with the Strategic Planning Process to develop and prioritize our bold ideas. Hopefully, many of these people will choose to join our ranks, growing the congregation and ensuring that PPC will continue to exist and flourish for years to come.
By now, all of you should know about the upcoming Rossier Strategic Thinking Week, which takes place September 19th through 24th.
This strategic thinking process started at that Board retreat, continues today with our Kick-Off, and will continue into the official Strategic Thinking Week and beyond into the spring. SONY engineers reveled in the idea of doing something deemed by outsiders as foolhardy for such a small company. Later this fall we will post to our website a summative document detailing our accomplishments from this current plan. But just in this last 24 months, the educational environment has changed dramatically, and most likely permanently. So the MAT is assisting us in adjusting to a new status quo – fewer traditional students coming to us.
Last, probably by 2020, minority student enrollments will outnumber white non-hispanic student numbers on college campuses.
There will be multiple opportunities for you to give input on our new Strategic Plan as we build it. This group will provide spiritual and emotional support for friends and families who provide caretaker duties to loved ones. Both efforts are being fleshed out and hold great promise!Thank you to all three women - and to their teams - for sharing their work. In order to better understand where Valley residents are struggling, we observed a focus group consisting of local experts in several fields, including parenting, local schools, area health and standards of living and autism. Mark your calendars and I hope to see you there!As always, feel free to reach out to talk to Dr Gilbert, to me, or to any team member with questions and to share your thoughts on this effort.
But they succeeded and created a quality product that became pervasive and affordable worldwide and changed the perception of SONY and of Japanese products. Also California’s fiscal crisis has so severely damaged the pipeline for recruiting and training new teachers that the quality of the teacher workforce is likely to be at risk for many years to come.
We are nearing the end of the journey, with x(4) Strategic plans to be presented to Session in March.
We are happy to share our work with you and will continue to provide timely updates on our progress. So the status quo is unsustainable and we are not likely to go back to the “good old days” either. They shared first-hand experiences and provided guidance on how the church may be able to assist the community. However, within the context of the upcoming capital campaign we need to look forward, not backwards.
To take some very bold steps to serve unmet needs in our community – And, in doing so, to expose a wide audience to the great things that PPC does. This exposure will help generate interest in the church’s work and, hopefully, many of those served or touched by our outreach will become a part of our family. In doing so, we will grow as Christians, and as a congregationThank you to the Strategic Planning team for the time and effort they have invested, and to Session and the congregation for their support of this effort. And, as always, please feel free to contact me or any member of the team with questions, concerns, or for additional information on our work!



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