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Leadership webinar: strategic planning for schools (video and webchat)

Discussion in 'Senior Leadership Team' started by AndrewFIS, Aug 18, 2017.

  1. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Businesses use a wide variety of strategic planning tools. Can any of them be used to help schools?

    As part of the TES Leadership webinar series, I’ll be putting your questions to Ian Mackintosh, director of Inteta Ltd.

    We will examine how school leaders can help to embed a culture of pupil leadership.

    Post your questions below now - and, if you can, join in our live webchat on October 10 at 4.30pm.

    Before that, you can watch a video we’ve made in which Ian and I discuss the issues, with key advice for school leaders.


    To access all the videos in the TES Leadership series, plus an exclusive database of grants available to schools, become a TES Leadership subscriber.
  2. TES_Rosaline

    TES_Rosaline Administrator Staff Member


    Don't forget to submit your questions below ahead of tomorrow's webchat.

    Thank you.
  3. TES_Rosaline

    TES_Rosaline Administrator Staff Member

    The webinar video will be available for seven days in this thread after the webchat. If you wish to view the webinar after 16th October or to access all the videos in the TES Leadership series, plus an exclusive database of grants available to schools, become a TES Institutional subscriber. You can find out more information here.
  4. TES_Rosaline

    TES_Rosaline Administrator Staff Member

    Good afternoon and welcome to today’s webchat.

    The TES Leadership webchats give you the opportunity to put your questions to industry experts about key school management and operational issues.

    In a few moments I will hand you over to Andrew, who is editor of FIS, who will be hosting this week's hour-long webchat.

    Andrew and this week's guest, leadership expert panel member Ian Mackintosh, director of Inteta Ltd, who will be available for the next hour to answer your questions.

    If you have any questions please submit them below. Don't worry if we run out of time, any unanswered questions will be responded to and posted on this thread later this week.

    I'll now hand you over to Andrew.

    The content of, and information provided in, the TES Leadership webchats and their associated materials (including information posted in these forums in connection with the webchats) (the “Content”) is provided for general information purposes only. Any use you make of, or reliance you place on, the Content is entirely at your own risk. Professional or specialist advice, tailored to your specific circumstances, should always be obtained before taking (or refraining from) any action on the basis of the Content.

    Whilst TES Global and the panel of leadership experts make every effort to ensure the high quality and accuracy of the Content, TES Global and each leadership expert makes no representation or warranty (express or implied) concerning the Content. Neither TES Global nor any leadership expert will be responsible for any damage or loss related to any use of the Content.

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  5. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Hello and welcome to this webchat on strategic planning. Joining me is Ian Mackintosh, director of Inteta Ltd. For those of you following this thread, please feel free to post your query. Remember to refresh your page to see the updates as they appear.

    Thanks for joining us, Ian.

    What is strategy and why is it important in schools?
  6. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    There are a couple of quotes that I like that highlight why looking at strategy is essential for all schools and academies

    “The determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals” Alfred Chandler, 1962.

    “Strategies are established to set direction, focus effort, define or clarify the organisation, and provide consistency or guidance in response to the environment.” Henry Mintzberg, (1987).

    In summary, strategy sets out
    a. “Where we want to get to”
    b. What resources we need – both staff, knowledge, equipment, buildings etc. etc.
    c. Recognises the current and future landscape
    d. Aims to respond pro-actively to any changes that may prevent delivery of the strategy
  7. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Why should governors be involved in the strategy of the school?
  8. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    The DfE Governance Handbook January 2017 states that

    “All boards, no matter what type of schools or how many schools they govern, have 3 core functions:

    • Ensuring clarity of vision, ethos and strategic direction;

    • Holding executive leaders to account for the educational performance of the organisation and its pupils, and the performance management of the staff;

    • Overseeing the financial performance of the organisation and making sure its money is well spent.”

    The strategic direction is a core responsibility of the governors/trustees and will be part of any external review of the effectiveness of the leadership of the school/academy.
  9. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    How should a Governing Board go about setting the school strategy?
  10. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    Setting the strategy takes time, analysis and discussion.

    In my opinion, it is best if it is a separate to the normal activity of the Governing Board. The analysis of the current landscape both local and nationally will take time to collate. The evaluation of strategic options will also require debate and possibly engagement with the stakeholders within the school.

    This is of particular importance when discussing options within VA or VC schools where the diocese/foundation will need to be involved.

    It may be of benefit to have an independent 3rd party to facilitate the strategy setting agenda to allow the Chair of Governors to be part of the process rather than chairing the activity. I think that this will help the independence and the quality of the decision making process.
  11. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Is there a useful model to help with strategy setting?
  12. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    I like the model below which moves through 5 stages however what is most important, it is an iterative process where organisations can go round the loop on a number of occasions. Strategy setting is not a one off process but should be regularly revisited as circumstances change.


    Putting some detail to each of the points as follows:

    Goal Setting
    The purpose of goal-setting is to clarify the vision for the school and identify three key facets:
    a. Define both short- and long-term objectives
    b. Identify the process of how to accomplish your objective
    c. Write a vision statement that succinctly communicates your goals to all stakeholders

    Analysis is a key stage because the information gained will shape the next two stages.

    Strategy Formulation
    From the analysis: - Determine what resources the school/academy currently has that can help reach the defined goals and objectives

    Strategy Implementation
    Successful strategy implementation is critical to the success of the school.
    Critical factors include:
    • Ensure the organisation structure supports the strategy delivery
    • Ensure everyone within the school/academy is clear about their responsibilities and duties, and how their role fits in with the overall goal.
    • Ensure any resources or funding to deliver the strategy is in place.
    Strategy Monitoring
    Strategy monitoring actions include performance measurements, consistent review of internal and external issues and taking corrective actions when necessary.
  13. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    What information will governors need to help them setting the strategy?
  14. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    Any and all information that established “where are we now”

    Examples of the information that will be of value:

    Number on role vs. PAN.

    What other local schools are doing locally?

    Growth of local MATs and Federations and how will this impact your school.

    Can the LEA provide appropriate quality support, financial projections etc, both now and going forward?

    Benefits of collaborative working with other schools

    Current and projected budget out turn

    Staff recruitment and retention

    CPD opportunities for staff in current vs future organisational structures

    This is not an exhaustive list but an example of the type of information that will inform any planning process
  15. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Are there any tools and techniques to help in the analysis phase?
  16. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    SWOT Analysis is always a good starting point to look at internal strengths and weakness as well as external opportunities and threats

    PESTLE Analysis is also an excellent way of looking at external factors that can impact on an organisation. This looks at Political, Environmental, Social, Technological, Legal and Economic factors that will inform the strategic plan.

    Clearly Political issues are a significant consideration however Governors should consider other factors such as housing developments etc which will have a local rather than national impact. Whilst the national picture will be broadly the same - the local picture will vary significantly
  17. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    What should be included in the strategic plan?
  18. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    A strategic plan should include the following

    · 3-5 year time frame

    · Be ambitious but achievable

    · Take into account where the school/academy is now

    · Describe what pupils will have left the school/academy having achieved – in terms of attainment, progress and being prepared for the next stage of their education and life beyond the school/academy

    · Take account of stakeholders’ views

    · Be agreed and owned by the governing board

    · Have measurable outcomes (Smart Objectives and KPIs)

    This should be agreed and documented by the Governing Board
  19. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Once the strategy is agreed, how will the school measure it is delivering on behalf of the pupils?
  20. Ian_Mackintosh

    Ian_Mackintosh New commenter TES Leadership Panel Expert

    To make sure your goals are clear and reachable, each one should be SMART:

    Specific (simple, sensible, significant).
    Measurable (meaningful, motivating).
    Achievable (agreed, attainable).
    Relevant (reasonable, realistic and resourced, results-based).
    Time bound (time-based, time limited, time/cost limited, timely).

    These should be supported by KPIs (Key Performance Indicators)

    A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively an organisation is achieving key objectives. These will be different for each school depending on the strategy and what the desired outcomes.

    Within a MAT there may be KPI's across the MAT as well as ones that the Local Governing Board set.

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