HomeMy WebLinkAbout15- Ascent Bozeman City Strategic Planning RFP sm
Strategic Planning Process
for
Bozeman, MT
Response to Request for Proposal
December'1,'2015'
Presented to:
Chris'Kukulski'
City'Manager'
PO'Box'1230'
Bozeman,'MT'59771'
T:'406.582.2306'
ckukulski@bozeman.net'
www.bozeman.net'
'
Prepared By:
Cameron'Wilkinson'
Director,'Business'Development'
Ascent'Advisor,'LLC'
3520'North'University'Ave.'Suite'275'
Provo,'UT'84604'
T:'801.375.1300'
C:'801.900.6002'
F:'801V375V1303'
cwilkinson@ascentVadvisor.com'
www.ascentVadvisor.com'
Ascent'Advisor''
Table of Contents
'
Cover Letter ................................................................................. 1'
Executive Summary ........................................................................ 2'
Statement of Understanding .............................................................. 3'
Proposed Work Plan ...................................................................... 4'
Qualifications ............................................................................... 9'
Methodology .............................................................................. 11'
References ................................................................................ 14'
Appendix I: Team Composition & Biographies ....................................... 15'
Appendix II: Sample Work .............................................................. 19'
Ascent'Advisor'Page'1'of'21'
Cover Letter
Chris'Kukulski'
City'Manager'
PO'Box'1230'
Bozeman,'MT'59771'
ckukulski@bozeman.net'
'
Dear'Sir,''
'
Pursuant'to'your'request'for'proposals'for'Strategic'Planning'Consulting'Services'for'the'City'of'
Bozeman'(the'“COB”),'Ascent'Advisor'submits'herewith'our'proposal.''You'will'find'that'Ascent'
Advisor'has'years'of'experience'in'strategic'planning,'implementation,'administration'and'
operations'consulting'at'the'highest'levels'of'complex'public'organizations.'
'
Additionally,'I'have'a'personal'love'of'Montana,'particularly'Bozeman'and'the'surrounding'
areas.''My'grandfather'bought'and'sold'ranches'in'the'outlying'areas'around'Bozeman'when'I'
was'young'and'we'visited'often.''My'lifelong'love'of'horses'and'starting'colts'has'brought'me'to'
the'area'many'times:'from'coltVstarting'demonstrations'at'MSU'to'purchasing'colts'in'the'area'
and'starting'them'on'my'ranch'in'UT.''Additionally,'members'of'our'consulting'team'camp'in'
Bozeman'periodically'and'have'developed'a'strong'affection'for'the'area.'''
'
The'rich'western'heritage'of'selfVreliance'combined'with'an'educated'and'entrepreneurial'
population'makes'Bozeman'a'special,'oneVofVaVkind'city.''We'have'the'capacity'to'fulfill'the'
scope'of'services'In'Q1'and'Q2'2016'with'very'little'administrative'overhead'to'the'COB.''We'
sincerely'look'forward'to'the'prospect'of'working'with'the'COB'on'this'important'project'and'
planning'for'continued'greatness'in'Bozeman’s'future!''
'
Submitting)Firm:))
Ascent'Advisor,'LLC'
3520'North'University'Ave.,'Ste.'275'
Provo,'UT'84604'
'
Authorized)Representative1:))
Cameron'Wilkinson,'Director'of'Business'Development'
T:'801.375.1300,'C:'801.900.6002,''F:'801.375.1303'
cwilkinson@ascentVadvisor.com''
'
Kind'regards,'
'
'
Cameron'Wilkinson''
1Cameron'Wilkinson'is'authorized'to'contractually'obligate'Ascent'Advisor,'LLC
Ascent'Advisor'Page'2'of'21'
Executive Summary
)
Objectives)
• Design'a'strategic'planning'process'that'captures'the'shared'vision'of'city'officials,'staff'
and'community'stakeholders'to'develop'a'topVnotch,'futureVfacing'plan'
• Deliver'a'strategic'planning'process'via'a'managed'service,'wherein'all'project'
management'is'handled'and'coordinated'by'Ascent'Advisor'
• Ensure'that'the'strategic'plan'and'strategic'execution'plan'is'aligned'with'the'unique'
characteristics'of'COB'citizens'(educated,'entrepreneurial'and'independent)'and'the'
mission,'vision'and'values'of'the'COB'
)
Summary)Scope)
)
1.)Visioning)&)Engagement)
o Internal'stakeholder'needs'assessment'
! OneVonVone'interviews'
! Operations'assessment'
o Community'engagement'plan'
! Focus'groups'&'town'halls'
! Engage'Citizen'Advisor'Board''
! Design'and'administer'citizen'survey'
(possibly'via'Online'City'Hall)'
o Envisioning'workshop'
! Incorporate'community'input'
! Revisit'mission,'vision'&'values'
! Envision'future'state'of'the'COB'
'
2.)Research,)Analysis)&)Program)Design)
o Review'and'analyze'other'city'plan'
o Assimilate'Visioning'&'Engagement'data'
o Research'&'analysis'report'
! Technology'shifts''
! Demographics'trends'
o Process'design'and'communications'plan)
3.)Strategic)Planning)Process)
o Strategic'planning'workshop'
! Align'with'mission,'vision'&'values''
! SWOT'analysis'
! Measurable'community'objectives'
! Direction,'measures'&'actions'
'
4.)Report)&)Recommendations)
o Strategic'plan''
o Strategic'execution'plan'
o Review'preliminary'reports'with'key'
stakeholders'to'coordinate'final'decisions'
o Present'the'final'plans'to'key'leadership'and'
key'stakeholders'
'
5.)Staff)Training)
o TwoVday'onsite'staff'training'
o Topic:'leading'change'(implementation)'
)
Key)Deliverables)
• Onsite'interviews'with'COB'staff'&'city'
officials''
• Onsite'interviews'with'key'
stakeholders''
• Focus'groups'and'town'halls'
• Citizens’'survey'
• Operations'assessment''
• Envisioning'workshop'
• Research'&'analysis'report'
• Program'design'
• Communications'plan''
• Strategic'planning'workshop'
• Strategic'plan'document'
• Strategic'execution'plan'document'
• Onsite'presentation'of'the'plan'
• Staff'training'
• Total'of'18V20'days'onsite'
Ascent'Advisor'Page'3'of'21'
Statement of Understanding
The'COB'requires'a'robust,'forwardVfacing'strategic'planning'process'that'will'capture'the'
unique'character'and'desired'direction'of'a'booming,'highly'educated'and'uniquely'
entrepreneurial'westernVstates'city.''The'planning'process'must'include'a'robust'understanding'
of'the'COB’s'existing'and'contemporaneous'planning'efforts'(transportation,'water,'landVuse,'
and'others).''Additionally,'the'plan'must'gather'and'assimilate'community'input'with'
involvement'from'staff,'elected'officials,'city'officials'and'key'stakeholders.''Ultimately'the'
process'will'distill'strategic'concepts'into'a'tangible'plan'with'implementation'and'
accountability'frameworks.'''
'
Local)Knowledge)
Ascent'Advisor'is'a'strategy'consulting'firm'located'in'Provo'UT'with'experience'and'
understanding'of'other'booming'mountainVstates'cities'of'similar'growth,'education'and'
entrepreneurial'profiles.''For'example,'Ascent'Advisor'has'been'engaged'in'strategic'planning,'
technology'planning'(including'a'Google'Fiber'deployment)'and'strategic'execution'with'the'city'
of'Provo'UT'and'the'public'school'district'in'Denver'CO.''Additionally,'Ascent'has'a'strong'
familiarity'and'personal'background'with'Montana'and'the'COB'area.''
'
Expertise)
Ascent'Advisor'will'provide:'
a. A'demonstrated'track'record'of'success'in'largeVscale,'complex,'public'strategic'plans'
b. A'strategic'planning'methodology'with'a'track'record'of'success'that'can'be'adapted'
and'customized'to'COB’s'specific'needs'
c. A'customized'strategic'planning'and'strategic'execution'process'that'will'include'the'
community’s'vision'of'what'has'made'the'COB'great'in'the'past'and'what'will'make'it'
even'better'in'the'future'VV'we'anticipate'specific'areas'of'focus'to'include:'fostering'
education,'adopting'technology,'encouraging'privateVsector'innovation'and'leveraging'
the'independent'spirit'of'COB'citizens'''
'
Planning)Acumen)
Ascent'Advisor'will'deliver'a'planning'process'that'includes:'
a. A'deep'understanding'of'the'goals'and'responsibilities'of'the'COB'and'its'staff'
b. An'intimate'familiarity'with'community'stakeholders'
i. This'may'be'developed'by'oneVonVone'interviews,'focus'groups,'town'hall'
meetings,'electronic'surveys'and'engaging'the'Citizen'Advisor'Board'
c. A'robust'communications'plan'
d. Alignment'with,'or'updating'of'Mission,'Vision,'Values'and'Culture'
e. A'facilitated'envisioning'event'to'collect'perspectives'of'the'future'responsibilities'and'
needs'of'the'organization'
f. Facilitation'of'a'SWOT'analysis''
g. Consultant'design,'development'and'drafting'of'a'strategic'plan'including'specific'goals,'
objectives,'tasks,'KPIs'and'timelines'for'delivery'
h. Consultant'design'and'deployment'of'a'strategic'execution'(implementation)'plan'
including'an'accountability'framework'to'assess,'report'and'review'progress'on'strategic'
initiatives'
)
Ascent'Advisor'Page'4'of'21'
!Proposed Work Plan
Project!Description
The'proposed'strategic'planning'solution'is'custom'designed'for'the'COB.''The'proposed'
program'combines:'research,'analysis,'familiarization'with'historical'strategic'efforts,'interviews'
with'key'stakeholders'at'the'COB,'program'design,'communications'planning,'envisioning,'
strategic'planning,'strategic'execution'planning'(implementation),'and'presentation'of'the'plan'
to'the'COB.''The'proposed'program'is'organized'in'four'main'sections:''
'
1. Visioning'&'Engagement'
2. Research,'Analysis'&'Program'Design'
3. Strategic'Planning'Process'
4. Reports'&'Recommendations'
Key!Stakeholders!
COB'Members:''COB'members'will'be'a'key'constituency'for'gathering'information'about'
historical'and'future'priorities.''Various'staff,'elected'and'appointed'officials'will'be'involved'in'
oneVonVone'interviews'with'consultants,'envisioning'event,'strategic'planning'workshops'and'
plan'input'and'approval.'''
Detailed!Scope!
!
Visioning)&)Engagement)
)
Internal)Stakeholder)Needs)Assessment:))
'
• Review'of'current'strategy'information'including'mission,'vision,'values,'prior'
strategic'plan'and'key'indicators.'''This'portion'of'the'scope'will'be'performed'
offsite'by'the'consultant,'but'will'require'collaboration'with'the'COB.''
• Onsite'review'of'COB'with'key'stakeholders'to'gain'insight'on'key'responsibilities,'
priorities'and'objectives'via'oneVonVone'interviews:''
o Three'days'of'onsite'interviews'with'COB'staff'
o Two'days'of'onsite'interviews'with'city'officials'(elected'and'appointed)'and'
other'key'stakeholder'
• ThreeVday'operations'review:'Consultant'will'work'with'staff'to'review'current'
operational'protocols'including'staff'structure,'financial'structure,'policies,'
resources,'work'and'communications'processes,'existing'programs,'planning'
documents,'evaluation'documents'and'previous'assessments.''Assessment'of'
priorities'and'areas'of'proficiency/deficiency'will'be'included'in'the'research'and'
analysis'report.'''
• A'total'of'eight'days'onsite'
''
Ascent'Advisor'Page'5'of'21'
Community)Engagement)Plan)
'
Consultant'will'work'proactively'to'engage'the'community'in'providing'insight'and'direction'
into'the'strategic'planning'process.''The'consultant'will'handle'all'aspects'of'logistics,'
facilitation,'data'gathering,'data'analysis,'data'assimilation'and'recruiting'participation'in'
the'community'engagement'plan.'''As'the'proposed'program'is'a'fully'managed'service,'
Ascent'Advisor'will'handle'all'aspects'of'design'and'execution'of'the'community'
engagement'plan.'''
'
• Plan)Design:'The'consultant'will'design'and'deploy'a'community'engagement'plan'that'
is'consistent'with'the'needs,'priorities'and'objectives'identified'in'the'Internal'
Stakeholder'Needs'Assessment.'
• 'Focus)Groups:'The'consultants'will'facilitate'3V4'focus'groups'in'a'oneVday'period'of'
time.''The'consultant'will'record'common'themes'around'services,'community'needs,'
priorities'and'expectations.'''
• Town)Hall)Meetings:'2V3'town'hall'meetings'will'be'hosted'to'gather'input'from'the'
community'at'large.''
• Engage)Citizens)Advisor)Board:'The'consultant'will'facilitate'a'group'meeting'and'a'
series'of'individual'discussion'with'advisory'board'members.'
• Citizen’s)Survey:'The'consultant'will'design,'administer'and'report'upon'a'customized'
citizens’'input'survey.''This'survey'may'work'in'conjunction'with'data'gathering'via'
Online'City'Hall.'
• A'total'of'five'days'onsite'
)
Envisioning)Event'
'
A'senior'Ascent'Advisor'will'conduct'a'oneVday,'onsite,'envisioning'workshop.''This'
workshop'will'be'designed'to'help'participants'envision'the'future'state'of'the'COB'to'help'
create'strategic'alignment'between'groups'and'identify'anticipated'operational,'
technological'and'demographical'changes.''''This'event'will'be'hosted'by'a'facilitator'with'a'
depth'of'experience'in'helping'others'envision'the'future'state'of'their'organization'and'
community.''Output'of'this'Envisioning'Event'will'be'integrated'into'the'research'and'
analysis'report.'''
)
Research,)Analysis)&)Program)Design)
'
Review)&)Analyze)Other)City)Plan)
'
The'consultant'will'review'and'analyze'other'city'plans'to'ensure'alignment'with'other'
city'planning'efforts.''As'part'of'this'review'the'consultant'will'highlight'key'themes'or'
operational'realities'that'should'be'considered'in'the'cityVwide'strategic'planning'
process.''This'analysis'will'consider'the'Transportation'Master'Plan,'Water'Master'Plan,'
Comprehensive'Land'Use'Plan,'Library'Strategic'Plan,'Integrated'Water'Resources'Plan,'
Community'Plan,'Economic'Development'Plan,'Downtown'Bozeman'Improvement'Plan,'
and'the'Parks,'Recreation'and'Open'Space'and'Trails'(PROST)'Plan.'''
'
'
)
Ascent'Advisor'Page'6'of'21'
Research)&)Analysis)Report))
)
The'research'and'analysis'will'be'performed'offsite'by'the'consultants'but'may'require'
collaboration'and'cooperation'with'the'COB'to'obtain'pertinent'data.'''Data'relating'to'
city'programs'and'services'(historical'&'current),'technology'needs'and'anticipated'
demographic'shifts'will'be'utilized'to'perform'such'research'and'analysis.''
'
Research'and'analysis'to'be'provided'will'include:''
'
• Key'demographics'and'anticipated'shifts'that'will'affect'trends'and'strategic'
decisions'for'the'COB'over'the'plan'years'
• Impact'on'strategic'decisions'based'on'anticipated'technological'changes'over'the'
plan'years'
• Impact'on'strategic'decisions'relative'to'other'stateVlevel'strategic'plans.'''
• Establishment'of'a'set'of'baseline'data'that'recognizes'and'summarizes'COB’s'
efforts'to'date'and'incorporate'this'information'into'the'planning'effort'
'
Design)strategic)planning)process:'Ascent'Advisor'will'design'and'document'the'
strategic'planning'process'for'the'COB'based'on'best'practices'for'state'educational'
systems.''Such'planning'process'is'subject'to'COB'approval.'''
'
Development)of)communications)plan:'Ascent'Advisor'will'design'and'assist'in'
deploying'a'communications'plan'including'core'messages,'key'constituencies,'desired'
outcomes'and'channels'for'communication.'''
'
Prior'to'the'strategic'planning'workshop'the'consultant'will'circulate'the'research'and'
analysis'report'so'interested'parties'have'a'summary'of'all'information'prior'to'the'
workshop.''''
'
Strategic)Planning)Process)
'
Strategic'planning'workshop:'Consultant'will'conduct'a'twoVday,'onsite'strategic'
planning'workshop.''The'output'of'this'workshop'will'serve'as'a'substantial'input'into'
drafting'the'strategic'plan.''As'part'of'this'workshop'the'consultant'will'cover'the'
following'topics'in'great'detail.'''
'
• SWOT'analysis''
• Direction:'Define'goals,'objectives,'and'priorities''
• Measures:'Identify'KPIs'and'tracking'mechanism'
• Actions:'Create'strategic'roadmap'with'specific'actions'and'accountabilities'
• The'workshop'is'facilitated'by'senior'consultants'with'extensive'experience'in'
higher'education,'strategic'planning'and'implementation'
)
Report)&)Recommendations)
'
Strategic)plan:'Consultants'will'draft'the'strategic'plan'including'all'information'
assimilated'above.''The'plan'will'include'objectives,'priorities,'impact'of'delivering'
service'priorities,'projection'of'future'demand,'objectives,'tasks,'KPIs'and'timelines.''A'
Ascent'Advisor'Page'7'of'21'
draft'of'the'plan'will'be'provided'to'key'stakeholders'for'review,'input'and'edits'before'
a'final'version'of'the'plan'is'produced.'''
'
Strategic)execution)plan:)'Consultants'will'work'with'the'Strategic'Planning'Team'to'
establish'ongoing'accountability'and'create'an'implementation'plan'for'projects'in'the'
strategic'plan'
'
• Design'and'deploy'a'strategic'execution'(implementation)'plan'including'an'
accountability'framework'to'assess,'report'and'review'progress'on'strategic'
initiatives'
• Create'an'accountability'framework'to'include'quantitative'performance'
measures'and'activity'reports'
• Include'a'12Vmonth'tactical'plan,'recommended'strategies'to'build'
organizational'capacity'for'change'and'a'self'assessment'methodology'to'
measure'progress'
• Identify'resources'and'support'required'for'execution'of'the'strategic'plan'
• Include'an'engagement'and'project'management'framework'in'this'plan'
'
Draft)plan)review:'Consultant'will'deliver'a'preliminary'report'to'key'stakeholders'to'
clarify'and'coordinate'final'decisions.'
'
Final)Presentation:'Consultants'will'present'the'final'proposed'strategic'plan'to'the'COB'
including'priorities,'goals,'objectives,'tasks,'timelines'and'accountability'metrics.'
'
Staff)Training)
'
Leading(Change(Training.'In'this'training,'Ascent'Advisor'will'perform'a'twoVday'training'
to'teach'participants'key'concepts'and'skills'to'implement'change'successfully.''
Participants'will'learn'to'frame'change'as'an'opportunity,'the'five'faces'of'resistance'
and'root'causes'for'resistance'to'change.''
'
Key)Deliverables)
'
• Onsite'interviews'with'COB'staff'&'city'
officials''
• Onsite'interviews'with'key'
stakeholders''
• Focus'groups'and'town'halls'
• Citizens’'survey'
• Operations'assessment''
• Envisioning'workshop'
• Research'&'analysis'report'
• Program'design'
• Communications'plan''
• Strategic'planning'workshop'
• Strategic'plan'document'
• Strategic'execution'plan'document'
• Onsite'presentation'of'the'plan'
• Staff'training'
• Total'of'18V20'days'onsite'
Conflicts)of)Interest)
'
Ascent'Advisor'has'no'conflicts'of'interest'with'any'employee'or'institution'of'Montana'
or'the'COB.!!
Ascent'Advisor'Page'8'of'21'
Project!Plan!
The'following'project'plan'is'tentative'and'subject'to'revision'based'on'input,'priorities'and'
objectives'from'the'COB.''Generally,'it'is'anticipated'that'the'project'will'span'two'different'
work'streams.''Work'Stream'I'will'include'Needs)Assessment'and'Research,)Analysis)&)Program)
Design.''Work'Stream'II'will'commence'upon'satisfactory'completion'of'Work'Stream'I'and'upon'
the'availability'of'COB'Members.''Work'Stream'II'will'include'Strategic)Planning)Process'and'
Reports)&)Recommendations.)
'
Managed!Service!
Complete'project'management'is'included'in'this'scope'of'services.''This'means'Ascent'Advisor'
will'handle'all'project'management,'logistics'coordination,'organizing'meetings,'deploying'the'
community'engagement'and'communications'plans,'administering'surveys'and'similar'
functions.''Ascent'Advisor'will'only'rely'on'COB'staff'for'highVlevel'strategic'direction,'workshop'
participation,'interview'participation'and'feedback'on'draft'plans.''In'the'event'that'COB'staff'
wishes'to'take'ownership'of'any'meetings,'forums'or'logistics'the'Ascent'Advisor'project'
management'staff'will'gladly'collaborate.''
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Work)stream)I
1.1.Visioning)&)Engagement
1.1.1 Review(mission,(vision,(values
1.1.2 One3on3one(interview(with(staff,(officials(and(stakeholders
1.1.3 Operations(assessment
1.1.4 Community(Engagement(Plan
1.1.5 ((Focus(group
1.1.6 ((Town(halls
1.1.7 (((Engage(Citizen(Advisory(Board
1.1.8 ((Citizens'(survey
1.1.9 Envisioning(workshop
1.2.Research,)Analysis)&)Program)Design
1.2.1 Review(and(analyize(other(city(plans
1.2.2 Research(&(analysis:(assimilate(information
1.2.3 Review(&(study(emerging(factors
1.2.4 (((Technology(shifts
1.2.5 (((Demographic(shifts
1.2.6 Design(strategic(planning(process
1.2.7 Develop(and(deploy(communications(plan
Week)8TasksTasksWeek)4Week)1 Week)2 Week)3 Week)5 Week)6 Week)7
Tasks Tasks 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Week+7Week+3Week1Week+2 Week+4 Week+5 Week+6
Work+stream+II
2.1.Strategic+Planning+Process
2.1.2 Strategic,planning,workshop
2.1.3 ,,Facilitated,SWOT,analysis
2.1.4 ,,Direction:,goals,,objectives,&,priorities
2.1.5 ,,Measures:,identify,KPIs,&,tracking,mechanism
2.1.6 ,,Actions:,create,roadmap,with,actions,/,accountability
2.2.Report+and+Recommendations
2.2.1 Draft,strategic,plan
2.2.2 Draft,accountability,framework
2.2.2 ,,Strategic,implementation,plan
2.2.2 ,,Quantitative,performance,measures
2.2.2 ,,Identify,resources,&,support,required
2.2.2 Review,preliminary,report,with,key,stakeholders
2.2.3 Present,final,proposed,plan,to,the,COB
Ascent'Advisor'Page'9'of'21'
Qualifications)
'
With'decades'of'experience'in'public'sector'strategic'planning'and'implementation'Ascent'Advisor'stands'
out'as'uniquely'qualified'to'municipalities.'
)
Sample)Project)Descriptions)
'
'
Provo'Utah,'population'116,000,'is'home'to'Brigham'Young'University'and'an'
outdoorsy,'entrepreneurial'and'educated'population.''For'these'reasons,'
among'others,'Google'selected'Provo'as'one'of'its'pilot'cities'for'Google'Fiber.''
Ascent'Advisor'played'a'crucial'role'with'Provo'in'strategic'planning,'
community'engagement'and'technology'rollouts.''Our'experience'permeates'
all'levels'of'strategy'and'administration'in'this'booming'Mountain'States'
community.'
'
Ascent'Advisor'facilitated'an'extensive'strategic'planning'process'for'Denver'
Public'Schools,'a'school'district'with'90,150'students'and'14,792'employees.'''
The'process'included'extensive'direct'interviewing,'envisioning'workshops'and'
strategic'planning'workshops'and'spanned'a'period'of'five'months.''Ascent'
drafted'and'delivered'a'strategic'plan'to'help'position'the'school'district'for'
future'growth,'classroom'and'demographic'shifts.'''
'
'
For'the'past'four'years'Ascent'Advisor'has'been'involved'in'a'series'of'yearV
long'strategic'planning,'training'and'implementation'for'the'FDA’s'Center'for'
Veterinary'Medicine.'Each'year,'through'workshops,'direct'meetings'and'
interviews,'Ascent'supports'the'strategic'planning'and'prioritization'function'
and'assists'indirect'project'implementation.''This'program'has'been'extremely'
successful'with'many'projects'reaching'completion'faster'than'anticipated'–'
including'approval'of'new'drugs.''
!
!
Ascent'Advisor'facilitated'an'extensive'strategic'planning'process'for'Heritage'
Schools,'a'specialty'school'for'troubled'teens.'''The'process'included'
comprehensive'direct'interviewing,'envisioning'and'strategic'planning'
workshops'and'has'spanned'a'period'of'seven'months.''Ascent'drafted'and'
delivered'a'strategic'plan'to'help'position'the'school'for'ongoing'success.'!
)
)
Ascent'Advisor'is'part'of'a'massive'spatial'consolidation'effort'in'the'
Albuquerque'Service'Center'for'the'US'Forest'Service.''In'order'to'ensure'that'
this'large,'complex'organization'adapts'successfully,'Ascent'Advisor'is'providing'
consulting'services'relating'to'planning,'training'and'change'management.''By'
the'time'our'engagement'is'complete'we'will'have'directly'impacted'over'130'
employees'to'ensure'their'successful'implementation'of'change.''!
)
)
Ascent'Advisor'Page'10'of'21'
Publications!
'
Thought)Leadership)Based)on)Sound)Research)
'
Not'all'change'is'progress.'Can'you'tell'the'difference'between'the'
two?'
'
Much'of'what'is'changing'in'today’s'world'is'not'for'the'better.'To'
ascend,'change'must'result'in'a'sustainable'improvement.'The'
Ascent'Process'reveals'the'essential'differences'between'the'people'
and'organizations'that'ascend'and'those'that'merely'change.'
'
If'you'knew'what'to'look'for'you'could'
recognize'the'course'you'and'your'
organization'are'on,'and'then'steer'in'
the'right'direction.'The'key'is'to'know'what'to'look'for.'The'key'is'
being'able'to'recognize'the'pattern'of'change.'The'Five'Ascent'
Principles'describe'how'people'and'organizations'ascend'.'.'.'and'
why'most'don’t.'
'
The$Path$of$Ascent$
)
At'work'and'in'our'lives,'we'are'required'to'change.'The'question'is:'In'the'process,'will'we'
become'weaker'or'stronger?'The'answer'hinges'on'a'crucial'choice'we'all'make'every'day'of'our'
lives.'
'
Have'you'ever'wondered'why'some'people'and'organizations'excel'even'in'difficult'times?'
Faced'with'unprecedented'challenges'some'people'fail,'others'simply'survive,'but'few'grow'and'
even'prosper.'What'makes'the'difference'between'these'groups?'
'
Searching'for'answers,'we'embarked'in'a'study'of'over'50'organizations'undertaking'major'
transformations'in'the'last'fifteen'years.'On'average,'the'organizations'that'changed'
successfully'more'than'tripled'the'company’s'revenue,'customer'value,'and'employee'
engagement'during'the'change'period.'These'organizations'outperformed'the'market'
significantly.'
'
In'contrast'to'the'Change'Masters,'the'10'biggest'change'failures'show'what'happens'when'
change'does'not'work.'Failed'change'initiatives'at'these'organizations'produced'very'
unsuccessful'results'averaging'a'46%'depreciation'of'revenue,'company'value,'and'employee'
morale.'
'
Comparing'the'vast'disparity'between'these'two'groups,'we'come'up'with'the'total'gap'of'400%'
difference!'That'is'the'value'of'effective'strategy'and'change'within'your'organization.''
')
“To'change'and'to'improve'
are'two'different'things.”'
~'German'proverb
Ascent'Advisor'Page'11'of'21'
Methodology
)
Strategic)Planning)Framework)
)
Ascent'Advisor'has'developed'a'strategic'planning'framework'based'on'original'
research,'academic'thought'leadership'studies'and'years'of'practical'experience'
working'with'clients.''
To'describe'the'overarching'framework,'we'outline'a'hierarchy'of'directions'that'go'
from'general,'qualitative'and'longVterm'statements'providing'a'guiding'purpose'for'the'
organization'to'specific,'quantifiable'and'nearVterm'decisions'mobilizing'resources'to'
action.'
'
'
'
The'organization’s'purpose'is'described'in'terms'of'its'longVterm'vision,'guiding'mission'
and'enduring'values.'Gaining'commitment'around'these'statements'builds'common'
purpose'and'conceptual'alignment.'
The'organization’s'strategy'is'then'defined'in'terms'of'goals,'market'position'and'
competitive'advantage.'Thoughtfully'making'and'clarifying'strategic'decisions'provides'
focus'for'the'next'2'to'3'years.'
Translating'the'strategy'into'action'requires'identifying'the'initiatives,'people'and'
measures'that'will'drive'results.'Deploying'selected'resources'to'tackle'wellVdefined'
targets'accelerates'results'achievement'within'the'next'12'to'18'months.'
))
Ascent'Advisor'Page'12'of'21'
Strategic)Planning)Process)
The'Strategic'Planning'process'focuses'primarily'on'analyzing'internal'and'external'data'to'make'
astute'decisions'that'define'strategic'goals.'This'process,'however,'is'one'of'four'core'
components'that'need'to'be'aligned'in'order'to'obtain'the'best'possible'results.'
The'Strategy'Planning'phase'needs'to'be'coupled'with'a'solid'Strategy'Execution'plan'that'
translates'goals'into'actions'assigned'to'people'who'will'deliver'measurable'outcomes.'Strategic'
Planning'and'Execution'should'always'be'considered'in'tandem.''
'
While'Strategy'focuses'on'Strategy'Planning'and'Execution,'there'is'a'need'to'align'with'the'
elements'that'precede'and'follow'strategy.'Aligning'the'strategy'to'the'organization’s'Mission,'
Vision'and'Values'creates'purpose'for'the'organization.'The'purpose'statements'inspire'
commitment'and'motivate'people'to'adopt'the'strategic'direction.'
Aligning'the'organizational'structure,'roles'and'responsibilities'and'reporting'mechanisms'
reinforces'the'strategic'direction'and'enables'execution.'The'organization'structure'reinforces'
the'strategy'through'resource'allocation.'
A'comprehensive'Strategic'Plan'focuses'on'analysis,'decisions'and'goals'while'reviewing'
alignment'and'making'reference'to'the'other'elements.'
))
Ascent'Advisor'Page'13'of'21'
Strategic)Planning)Cycle'
An'organization’s'strategy'needs'to'be'defined'and'revised'on'a'regular'basis.'Strategy'Planning'
is'set'with'a'5Vyear'horizon'in'mind,'but'the'goals'need'to'be'reviewed'more'regularly.'Usually,'
every'2'to'3'years'there'is'a'need'for'a'thorough'review'of'the'strategy'due'to'changes'in'
leadership,'market'conditions'and'the'competitive'landscape.'
While'leaders'should'make'frequent'reference'to'the'organization’s'purpose'statements,'most'
enterprises'review'their'guiding'mission,'vision'and'values'about'every'5'years.'This'process'
ensures'the'transfer'of'values'from'more'tenured'members'to'the'newer'employees.'It'also'
helps'institutionalize'the'values'and'guiding'purpose'across'all'the'employees'in'the'enterprise.'
'
'
'
In'the'off'years,'where'there'is'no'need'to'make'major'revisions'to'the'strategy,'or'review'its'
mission,'vision'and'values,'it'is'still'advisable'for'leaders'to'meet'once'per'year'as'a'team'to'
review'the'Strategy'Execution.'The'focus'of'Strategy'Execution'is'to'review'the'internal'
processes,'personnel'decisions,'and'accountabilities'to'increase'operational'effectiveness'and'
efficiencies.'
The'Strategic'Planning'cycle'then'occurs'annually'with'different'areas'of'emphasis'based'on'the'
needs'of'the'organization'at'the'time.'It'is'possible'that'due'to'major'changes,'all'three'
elements'need'to'be'reviewed'at'once.'This'comprehensive'strategic'planning'process'helps'
reset'the'direction'for'the'organization.'
Overall,'the'Strategic'Planning'cycle'provides'a'venue'for'leaders'to'step'off'the'dayVtoVday'tasks'
of'running'the'business'to'work'“on”'the'business.'Gaining'this'higher'view'and'uniting'a'team'
around'a'shared'direction'is'an'essential'element'of'good'leadership'and'successful'companies.'
))
Ascent'Advisor'Page'14'of'21'
References
)Denver)Public)Schools)
Trena'Deane'
Executive'Director'
720V423V4011'
Denver,'CO'
trena_deane@dpsk12.org'
www.dpsk12.org'
'
Ascent'Advisor'facilitated'an'extensive'strategic'planning'process'for'Denver'Public'Schools,'a'
school'district'with'90,150'students'and'14,792'employees.'''The'process'included'extensive'
direct'interviewing,'envisioning'workshops'and'strategic'planning'workshops'and'spanned'a'
period'of'five'months.''This'engagement'included'providing'market'research'and'analysis,'
defining'best'practices'and'developing'a'strategic'plan'and'strategic'execution'plan'to'help'
position'the'school'district'for'future'growth'and'classroom/demographic'shifts.''
)
FDA,)Center)for)Veterinary)Medicine)
Eric'Dubbin'
Executive'Coach'
240V276V9240'
Rockville,'MD'
Eric.Dubbin@fda.hhs.gov'
www.fda.hhs.gov'
'
For'the'past'four'years'Ascent'Advisor'has'been'involved'in'yearVlong'strategic'planning,'training'
and'implementation'for'the'FDA’s'Center'for'Veterinary'Medicine.'Each'year,'through'a'series'of'
workshops,'direct'meetings'and'interviews'Ascent'supports'the'strategic'planning'and'
prioritization'function'and'support'direct'project'implementation.''This'program'has'been'
extremely'successful'with'many'projects'reaching'completion'faster'than'anticipated'–'including'
approval'of'new'drugs.''
!
)
Heritage)School)
Jerry'Spanos'
CEO'
801.226.4600'ext.'201'
jerry.spanos@heritagertc.org'
Provo,'UT'
www.heritagertc.org'
'
'
Heritage'has'been'accredited'by'Northwest'Accreditation'Commission'since'1985.'Ascent'
Advisor'facilitated'an'extensive'strategic'planning'process'for'Heritage'Schools,'a'specialty'
school'for'troubled'teens.'''The'process'included'extensive'direct'interviewing,'envisioning'and'
strategic'planning'workshops'and'has'spanned'a'period'of'seven'months.''Ascent'drafted'and'
delivered'a'strategic'plan'to'help'position'the'school'for'ongoing'success.''
!
!
'
'
Ascent'Advisor'Page'15'of'21'
Appendix I: Team Composition & Biographies
'
Ascent'Advisor'is'a'specialized'consulting'firm'focused'on'helping'complex'organizations'achieve'
their'goals'through'strategic'planning'and'strategy'execution.'''We'have'nearly'a'dozen'qualified'
consultants'and'a'small'group'of'support,'marketing'and'business'development'staff.''All'
operations'occur'under'the'leadership'of'Juan'Riboldi.'''
'
While'our'president'Juan'Riboldi'has'been'involved'for'over'25'years'in'the'creation'of'three'
successful'consulting'firms'(all'of'which'are'still'operating'successfully'today),'Ascent'Advisor'in'
its'current'form'has'been'operating'since'2008.'''During'that'time'we'have'effectively'served'
large'clients'in'government'and'education'such'as'Denver'Public'Schools,'Brigham'Young'
University,'Zayed'University,'The'U.S.'Food'and'Drug'Administration'and'the'U.S.'Forest'Service.''
'
'
)
Project)Consultants:))
)
Lead)Consultant'
Juan'Riboldi,'MS'Organizational'Behavior'
Strategic'Change'Consultant'
Principal'Advisor'&'President'
'
'
Senior)Consultant)
Wayne'Parker'
Senior'Associate'Consultant,'City'Strategy'
&'Planning'
'
Senior)Account)Manger)
Cameron'Wilkinson,'BS'
Director'of'Business'Development'
With'Ascent'Advisor'since'2014'
'
'
All'team'members'are'available'to'deliver'the'scope'of'services'in'Q1'and'Q2'2015.'''
)
Ascent'Advisor'Page'16'of'21'
Biographies)and)Team)Roles)
Juan)Riboldi,)MS)Organizational)Behavior)
Principal$Advisor$&$President$
Team)Role:)Lead)Strategic)Change)Consultant'
'
For'25'years'Juan'has'been'delivering'leadership'development,'institutional'
insight'and'performance'improvements'at'the'highest'levels'of'business.''
He'focuses'on'facilitating'strategic'change,'leadership'coaching,'consulting,'feedback,'
assessments'and'development.'
''
Juan'delivers'a'coaching'perspective'that'facilitates'success'on'highVstakes'projects'and'
transitions.'''He'consults'for'innovative'leaders'at'large'and'midVsize'organizations'that'need'to'
respond'quickly'and'effectively'to'change'within'their'organizations.''''
''
Juan'is'a'principal'at'Ascent'Advisor'where'he'has'facilitated'remarkable'growth'and'has'served'
clients'in'27'countries.''
''
He'developed'his'early'coaching'skills'in'a'variety'of'consulting'roles'at'IBM'world'headquarters,'
where'he'focused'on'quality,'leadership'and'cultural'improvements.'''
''
As'a'native'of'Argentina'he'lived'under'a'brutal'dictator.''In'the'midV1980s,'after'serving'a'
mission'in'the'rain'forest,'he'came'to'the'United'States'to'study.'''
''
Education'&'Credentials'
Juan'holds'degrees'in'English'Literature,'Organizational'Behavior,'Business'Management'and'
Design.''He'has'taught'courses'at'Harvard'Business'School,'Brigham'Young'University'and'
Pepperdine'University.''He'is'the'author'The(Path(of(Ascent,'a'book'on'strategic'change.'''
''
Sample'client'list'
Brigham'Young'University,'Zayed'University,'U.S.'Forest'Service,'U.S.'Food'&'Drug'
Administration,'General'Mills,''Denver'Public'Schools,'Heritage'School,'Mission'Foods,'Hallmark,'
Costco,'Sony'Pictures,'AT&T,'Nissan,'Department'of'Defense,'Blue'Care'Network,'Unum,'
Farmers'Insurance,'The'Andersons,'Inc.'and'Cisco'Systems.'''
'
The'Lead'Strategic'Change'Consultant'is'involved'in'the'project'as'follows:)
'
1. Process)Design)&)Needs)Assessment:'After'a'detailed'needs'assessment'the'Lead'
Consultant'recommends'an'overall'process'to'meet'the'needs'of'the'organization.''This'is'
typically'achieved'through'oneVonVone'interviews,'focus'groups'and'other'stakeholder'
forums.'''
2. Research)&)Analysis:'The'Lead'Consultant'will'oversee'and'substantially'contribute'to'the'
research'&'analysis'portion'of'the'engagement.''From'data'and'process'audits'to'market'
research,'this'portion'of'the'engagement'is'critical'in'understanding'the'landscape'for'
strategic'planning.'''
Ascent'Advisor'Page'17'of'21'
3. Consulting)&)Advice:'The'Lead'Consultant'has'decades'of'experience'in'strategic'planning'
and'change'management'with'complex'organizations.''He'lends'expertise'and'direct'
consulting'abilities'to'the'project.'''
4. Workshop)Facilitation:'The'Lead'Consultant'is'a'seasoned'facilitator'and'an'expert'at'
bringing'important'issues'to'the'surface'in'group'discussions.'''
5. Reports)&)Recommendations:'The'Lead'Consultant'provides'the'initial'draft'of'the'strategic'
planning'document'and'coordinates'edits'and'refinements'to'the'plan'with'key'
stakeholders.''Ultimately,'the'Lead'Consultant'is'responsible'to'deliver'a'highVquality'plan'
that'is'tailored'to'the'needs'of'the'organization.'''
)
)
Wayne)Parker,)MS)Public)Administration)
Senior$Consultant,$Public$Sector$Strategic$Planning$
$
Team)Role:)Senior)Strategic)Change)Consultant$
(
Wayne'Parker'is'the'Chief'Administrative'Officer'of'the'City'of'Provo,'Utah'
and'has'served'in'that'role'since'2002.''As'the'CAO,'he'directs'the'dayVtoV
day'activities'of'Provo'City'government'under'the'direction'of'the'mayor.'''
'
Prior'to'his'service'in'Provo,'Wayne'served'for'8'years'as'the'Director'of'Management'Services'
for'the'City'of'Ogden,'Utah.''Wayne'also'served'as'Ogden'City’s'lobbyist'at'the'Utah'State'
Legislature.'
'
Among'his'important'achievements'in'Provo'have'been'his'service'as'chair'of'Strike'Force'
Prosperity'that'created'and'refined'an'economic'development'strategy'for'the'City'and'chair'of'
Provo'Accelerated,'a'community'visioning'and'planning'effort'to'help'the'community'take'
strategic'advantage'of'being'the'second'Google'Fiber'city'in'the'U.S.'
'
Wayne'and'his'wife'Julie'have'five'children'and'eight'grandchildren.'He'has'written'articles'on'
effective'parenting'and'family'leadership.''Wayne'is'also'a'published'author,'having'recently'
written'and'published'Power'Dads:'The'10'Basic'Principles'Successful'Fathers'Use'to'Raise'
Happy'and'Responsible'Children.'''Given'his'preference,'in'his'spare'time'he'would'choose'to'
spend'time'with'his'children'and'grandchildren,'hike'in'Utah’s'beautiful'canyons,'work'in'his'
garden'or'settle'in'with'a'great'historical'biography.'
)
The'Senior'Consultant'is'involved'in'the'project'as'follows:)
'
1. Subject)Matter)Expertise:)with'decades'of'experience'in'public'sector'and'administration'at'
top'levels,'the'Senior'Consultant'will'lend'subject'matter'expertise'to'the'entire'planning'
process.'''
2. Process)Design)&)Needs)Assessment:'After'a'detailed'needs'assessment'the'Senior'
Associate'Consultant'will'make'recommendations'to'the'Lead'Consultant'regarding'
educationVspecific'planning'concerns.''User'patterns,'service'priorities'and'community'
concerns'will'be'incorporated'in'such'recommendations.'''
3. Research)&)Analysis:'The'Senior'Consultant'will'support'the'Lead'Consultant'in'research'&'
analysis.'''
Ascent'Advisor'Page'18'of'21'
4. Consulting)&)Advice:'The'Senior'Consultant'will'support'the'Lead'Consultant'in'consulting'
and'advice.'''''''
5. Workshop)Facilitation:'The'Senior'Consultant'will'coVfacilitate'the'workshop'portions'of'the'
engagement.''
6. Reports)&)Recommendations:'The'Senior'Consultant'will'support'the'Lead'Consultant'in'
reporting'and'recommendations.'''''''''
)
)
Cameron)Wilkinson,)BS)Finance)
Director$of$Business$Development$
Team)Role:)Senior)Account)Manager)
Cameron'actively'guides'the'accountVmanagement'strategy'of'Ascent'
Advisor'and'focuses'his'efforts'on'helping'the'company'clients'construct'highVimpact'business'
solutions'that'address'key'organization'objectives.'Cameron'has'an'extensive'professional'
background'in'entrepreneurial'business,'finance,'business'development'and'administration.'His'
experience'includes'executiveVlevel'corporate'finance'posts,'including'VP'of'Financial'Risk'
Management'for'a'$4'billion'assetVmanagement'company.'Additionally,'he'coVfounded,'
designed,'built,'and'managed'a'successful'restaurant'chain'in'the'San'Francisco'Bay'area'with'
annual'revenues'of'nearly'$3'million.'''He'holds'a'B.S.'in'Finance'from'the'University'of'Utah.'''
'
The'senior'account'manager'is'involved'in'the'project'as'follows:)
'
1. Solution)Design:'The'Senior'Account'Manager'works'with'the'client'to'design'a'business'
solution'that'is'highly'customized'to'their'needs'and'objectives.''Ascent'Advisor'takes'great'
pride'in'investing'the'necessary'time'to'design'solutions'that'address'the'objectives,'
company'dynamics'and'desired'outcomes'of'each'project.'
2. Pricing)and)Structure:'The'Senior'Account'Manager'documents'the'scope'of'the'project'and'
specifies'pricing'information.''Periodically'the'Senior'Account'Manager'and'the'client'may'
update'scope'and'pricing'or'add'new'projects.'''''
3. Project)Kickoff)and)Transition:'The'Senior'Account'Manager'is'part'of'the'kickoff'meeting'
and'helps'create'a'smooth'transition'between'solution'design'and'project'management.''
The'kickoff'call'is'utilized'as'a'forum'to'summarize'and'solidify'the'project'objectives,'plan,'
deliverables'and'timeline.''
4. Customer)Service:'During'project'administration'the'consulting'team'will'be'the'primary'
contact'point'for'the'client.''However,'the'Senior'Account'Manager'is'always'available'
during'project'administration'to'lend'help'when'necessary.''Constructing'and'deploying'a'
successful'project'is'the'main'focus'of'our'account'management'team.''
)
)
)
)
)
)
Ascent'Advisor'Page'19'of'21'
)
Appendix II: Sample Work
'
[see'following'pages'for'sample'work'product]'
'
[see'following'pages'for'training'samples])
)
!
Company!ABC!
Ascending!to!the!Next!Level!
!
2015!Strategic!Plan!
!
!
!
Prepared'by:'
Ascent!Advisor!
!
!
!
!!
!
!
!
October'2015'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!2'
Contents!!
'
1. Executive'Summary'
2. The'State'Plan'
3. Guiding'Framework'
4. Vision'
5. Mission'and'Values'
6. SWOT'Analysis'
7. Key'Strategic'Initiatives'
8. Goals'and'Objectives'
9. Resources:'Sponsors'and'Champions'
10. Timelines:'Work'Plan'
11. Progress:'Performance'Measures'
12. Strategy'Execution'Process'
13. Strategic'Initiatives:'Description'
14. Operational'Initiatives:'Description'
15. Best'Practices'in'the'Industry'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!3'
Company!ABC!
Ascending!to!the!Next!Level!
'
Executive'Summary'
Over'the'next'five'years,'Company'ABC'will'reach'new'horizons'by'proactively'
focusing'on'service,'leadership,'quality'and'innovation'initiatives.''
Company'ABC'will'identify'high'impact'areas'aligned'with'the'overall'vision'of'
the'District'Plan'and'the'Company'ABC'mission.'We'will'set'goals,'define'
objectives' and' set' actionable' plans' to' achieve' them.' Serving' as' a' roadmap'
charting'the' course' for' the' next' five' years,' the' strategic' plan' will' guide'
decisions,'influence'behaviors'and'inspire'confidence'in'the'mission'of'our'
organization.'
The'following'are'the'overall'objectives'guiding'Company'ABC'strategic'
direction:'
1. Define'the'mission,'vision'and'values'of'Company'ABC'in'support'of'
education'and'the'State'Plan.''
2. Identify'the'service'areas'and'define'the'commitment'to'service'levels'
Company'ABC'will'provide'to'its'customers.''
3. Set'strategic'goals'and'define'clear'objectives'based'on'their'impact'and'
alignment'to'take'our'organization'to'a'significantly'higher'level'of'
performance'over'the'next'5'years.'
4. Outline'a'five'year'plan'with'specific'actions,'resources,'and'milestones'
required'to'achieve'our'goals'and'objectives.'
5. Communicate'a'clear'path'forward'that'inspires'people'to'ascend'to'the'
next'level'
'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!4'
'
'
Advancing!the!State!Plan!
'
Company'ABC'is'committing'a'strategic'plan'that'furthers'and'aligns'with'the'
overarching'goal'and'key'initiatives'of'the'State'Plan.'
'
State!Plan:!
Great!schools!in!every!neighborhood!
By'year,'%'of'students'from'every'region'within'ABC'will'attend'
a'high'performing'school'in'their'region,'
as'measured'by'the'district’s'performance'framework.'
'
!
How!do!we!get!there?!
• School!readiness:'By'year,'%'of'ABC'third^graders'will'be'at'or'above'grade'
level'in'reading'and'writing.'
• Whole!child:'Create'school'environments'so'that'students:'
! Learn'and'practice'a'healthy'lifestyle'
! Are'supported'by'qualified,'caring'adults,''
! Are'engaged'in'learning'and'connected'to'community;''
! Are'challenged'academically'and'prepared'for'future'success;'
! Are'in'environments'that'are'physically'and'emotionally'safe;''
! Are'socially'and'emotionally'intelligent'
• Close!the!opportunity!gap:!!
! By'year,'the'graduation'rate'for'African'American'and'Latino'students'will'
increase'by'%.'
! The'proficiency'in'reading'and'writing'for'third^grade'African'American'and'
Latino'students'will'increase'by'%.'
!
What!does!this!mean!for!ABC!Students?!
• Our!students!graduate!ready!for!college!&!career!
! By'year,'%'of'students'who'start'9th'grade'in'ABC'will'graduate'in'4'years.''
! By'year,'we'will'double'the'number'of'students'per'class'who'graduate'college'
and'career'ready'by'raising'our'academic'standards.''
!
What!is!the!focus!to!support!the!State!Plan?!!
• Leadership!
• Teaching!
• Flexibility!!
• Invest!Early!
• Culture!
'
'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!5'
'
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Guiding!Framework!
'
Ascending'to'the'higher'level'is'our'guiding'framework.'
We'believe'that'Company'ABC'is'a'critical'component'of'fulfilling'the'vision'
of'the'State'Plan.'The'buildings,'building'infrastructure'and'strategic'
management'of'District'assets'and'people'directly'impacts'the'learning'
environment,'student'experience'and'public'perception'of'the'District.'In'this'
regard,'we'are'committed'to'excellence'and'a'most'efficient'operation.'''
To'progress'successfully,'each'of'us'must'step'forward'to'accomplish'the'goals'
and'objectives'that'have'been'strategically'planned'and'aligned'to'move'us'
forward.'The'five'bold'steps'in'the'guiding'framework'describe'the'areas'
where'we'will'make'significant'progress'over'the'next'five'years.'''
'
'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!6'
!
!
Strategic!&!Operational!Goals!
'
The'Company'ABC'Strategic'Plan'outlines'both'strategic'and'operational'goals'
that'address'the'most'relevant'opportunities'and'challenges'we'foresee'over'
the'next'5'years.'
The'strategic'goals'represent'innovative,'future^oriented'and'department^wide'
initiatives'that'will'require'employees'at'all'levels'across'Company'ABC'to'
work'jointly'towards'a'common'goal.'Strategic'goals'take'us'to'the'next'level'
through'a'planned'and'forward^thinking'strategy.'
The'operational'goals'support'the'strategic'goals'within'each'of'the'Divisions.'
Operational'goals'focus'on'the'Division'plans'needed'to'optimize'the'
performance'of'the'operations'and'reach'our'objectives'over'the'next'5'years.'
Both'strategic'and'operational'goals'account'for'the'work'to'be'performed'
over'the'next'5'years.'This'will'require'that'every'person,'team'and'Division'
performs'their'functions'to'the'best'of'their'ability,'and'then'go'beyond.'We'
need'to'significantly'improve'what'we'do'and'how'we'do'it.'
'
'''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!7'
'
'
'
'
'
Vision!
'
Company'ABC'is'inspired'by'a'vision'that'is'aligned'with'the'mission'and'
vision'of'ABC.'Simple'and'straight'forward,'the'Vision'is'to'provide'a!high!
quality!learning!environment!for!every!student.'The'vision'provides'
clarity'around'the'direction'and'long'term'strategy'that'ABC'will'employ.'
'
'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!8'
'
'
'
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'
Mission!and!Values!
As'a'forward^looking'Facilities'Department,'we'aspire'to'provide'a'high'
quality'learning'environment'for'every'student.'In'order'to'move'towards'our'
vision'we'must'live'up'to'our'mission'and'values.'The'following'statements'
define'the'mission'and'values'for'Company'ABC.'
'
Mission!
• Provide a high quality learning environment for all students and staff
• We deliver high quality customer service both internally and externally
• We promote operations that are environmentally and economically
efficient, effective and sustainable
• We focus on continuous professional development of our staff at all
levels
We'believe'that'Company'ABC'should'align'with'the'shared'core'values'of'the'
District.'We'will'strive'to'live'these'values'and'incorporate'them'into'all'that'
we'do.''
Shared!Core!Values!
• Integrity
• Customer Service
• Accountability
• Collaboration
• Engagement
!!
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!9'
SWOT!Analysis!
The'SWOT'analysis'identifies'strengths,'weaknesses,'opportunities'and'
threats'to'provide'a'comprehensive'assessment'of'Company'ABC’s'internal'
capabilities'and'external'market'position.'The'overall'picture'shows'the'
balance'of'positive'and'negative'factors.'By'cross'referencing'strengths'with'
opportunities'and'weaknesses'with'threats,'the'SWOT'analysis'helps'identify'
potential'defensive'and'offensive'strategies.'
'Internal!to!ABC!Strengths!Weaknesses!
1. Multi^discipline'expertise'and'
competence'on'projects'
2. Experienced'and'talented'staff'
3. Strong'client'reputation,'dedication'to'
client'service'
4. Deep'&'growing'portfolio'of'work'
5. Long^standing'presence'in'local'
markets'
1. Lack'of'clear'strategy,'mission'
statement,'or'organizational'principle'
2. No'functional'organization'structure,'
over^dependence'on'partners'
3. Poor'internal'communication,'sharing'
information'between'offices'
4. Low'accountability,'no'clear'metrics'
and'budgets'
5. Unclear'path'for'advancement'within'
the'organization'External!to!ABC!Opportunities!Threats!
1. Increased'demand'for'challenging,'well'
designed'projects'
2. Expand'private'development'clients'
3. Change'in'demographics'&'land'use'
patterns'
4. Acquire'transportation'&'planning'
expertise'to'capture'projects'
5. Just'scratching'the'surface'on'ADC'
6. Understand'client'needs'better'by'
doing'more'in^depth'needs'assessment'
1. Other'firms'using'the'similar'approach'
as'we'do'
2. Encroachment'of'new'firms'into'local'
markets'
3. Firm'size,'getting'too'big'for'small'jobs,'
but'not'quite'big'enough'for'large'jobs'
4. Talent'retention'as'others'draw'quality'
people'before'us,'Bay'area'specifically'
!
!!
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!10'
!
Key!Strategic!Initiatives!
'
DEFENSIVE!STRATEGIES:'
Defensive'strategies'protect'internal'weaknesses'from'external'threats.'These'are'
“must'do”'strategies'that'protect'Company'ABC'from'becoming'vulnerable'to'
external'competition.''
!
1. Create'a'5^year'capital'allocation'plan.—16'votes'
2. Communicate'opportunities'for'advancement'with'incentives'based'on'
performance.—16'votes'
3. Define'what'types'of'services'we'offer'to'what'customer'segments—15'votes'
4. Improve'customer'service'standards'–10'votes'
5. Develop'a'more'unified'leadership'and'culture'–8'votes'
'
'
OFFENSIVE!STRATEGIES:'
Offensive'strategies'deploy'internal'strengths'into'market'opportunities.'These'are'
“could'do”'strategies'that'exploit'market'opportunities'by'leveraging'strengths.'
''
1. Benchmark'current'performance'standards'–18'votes'
2. Establish'strategic'alliances'with'planning'and'construction'companies–15'
votes'
3. Get'involved'with'clients'early'on'before'and'reallocate'resources'to'make'
time'for'proactive'marketing—10'votes'
4. Build'on'our'transit'and'sustainability'experience'to'get'new'projects.—9'
votes'
5. Cross'discipline'training'on'how'to'market'and'pitch.—8'votes'
'
!
!
!
!!
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!11'
Goals!and!Objectives!
'
The'guiding'framework'defines'five'top^priority,'mission^critical'areas'needed'
to'realize'our'vision'and'achieve'the'desired'results.'The'5'strategic'areas'are:'
Set'a'Solid'Foundation,'Employees'that'Soar,'Deliver'the'Amazing,'Lead'as'
One'Team,'and'Show'Your'Impact.'We'outlined'specific'goals'and'objectives'
describing'in'greater'detail'the'five'areas'that'will'empower'us'to'ascend.''
Strategic!Areas!Goals!Objectives!
Set a Solid
Foundation Goal description
Objective description
Objective description
Objective description
Objective description
Objective description
Employees that
Soar Goal description
Objective description
Objective description
Objective description
Objective description
Deliver the Amazing Goal description
Objective description
Objective description
Objective description
Objective description
Objective description
Lead as One Team Goal description
Objective description
Objective description
Objective description
Objective description
Objective description
Show Your Impact Goal description
Objective description
Objective description
Objective description
Objective description
'
'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!12'
'
'
'
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Resources:!Sponsors!and!Champions!
'
In'order'to'implement'the'Strategic'Plan,'we'assign'key'resources'in'the'roles'of'
Sponsors'and'Champions'to'strategic'initiatives.'Sponsors'are'leaders'at'Company'
ABC'who'are'responsible'for'guiding,'mentoring'and'overseeing'the'achievement'of'
strategic'initiatives.'Champions'are'selected'employees'who'demonstrate'aptitude'
and'commitment'to'scope,'drive,'execute'and'deliver'a'completed'strategic'initiative.'
Champions'work'with'a'sponsor'and'a'cross'functional'team'of'employees'to'
accomplish'their'strategic'initiative.''
'
Initiative!Goal!Objectives!Sponsor!Champion!
Set a Solid
Foundation Goal description
Objective description
Name
Name
Objective description Name
Objective description Name
Objective description Name
Objective description Name
Employees
that Soar Goal description
Objective description
Name
Name
Objective description Name
Objective description Name
Objective description Name
Deliver the
Amazing Goal description
Objective description
Name
Name
Objective description Name
Objective description Name
Objective description Name
Objective description Name
Lead as
One Team Goal description
Objective description
Name
Name
Objective description Name
Objective description Name
Objective description Name
Objective description Name
Show Your
Impact Goal description
Objective description
Name
Name
Objective description Name
Objective description Name
Objective description Name
'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!13'
!
Timelines:!Work!Plan!
The'proposed'timeline'to'implement'the'Strategic'Plan'provides'the'following'start'and'end'
dates'for'the'different'initiatives.''
'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!14'
'
'
'
'
Progress:!Performance!Measures!
'
In'order'to'keep'steady'progress'on'implementing'the'strategic'plan'requires'that'
Sponsors'and'Champions'report'relevant'performance'measures'on'a'regular'basis.'
The'discipline'of'reporting'actual'versus'planned'measures'on'the'various'strategic'
initiatives'against'measurable'goals'increases'accountability.'The'chart'below'
describes'the'performance'indicators'for'each'strategic'initiative.'
'
'
Initiative!Goal!Objectives!Measurable!Impact!
Set a Solid
Foundation Goal description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Employees
that Soar Goal description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Deliver the
Amazing Goal description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Lead as
One Team Goal description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Show Your
Impact Goal description
Objective description Measure description
Objective description Measure description
Objective description Measure description
Objective description Measure description
!!
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!15'
!
Strategy!Execution!Process!
'
The'strategy'execution'process'defines'what'needs'to'be'done,'by'whom'and'by'
when.'Sponsors'are'ultimately'responsible'for'achieving'a'strategic'goal.'Champions'
are'assigned'specific'strategic'initiatives'and'given'the'support,'including'training'
and'coaching,'to'facilitate'effective'cross'functional'work.'Champions'will'meet'
regularly'to'coordinate'their'efforts,'learn'effective'ways'to'engage'others,'and'report'
progress'on'their'assignments.'
The'strategy'execution'process'includes'the'following'components:'
1. Selection:'Identify'the'right'sponsors'and'champions'for'each'of'the'strategic'
initiatives.'Ensure'that'Sponsors'and'Champions'are'willing'and'able'to'
perform'their'function'for'the'assigned'period'of'time.'
2. Training:'There'is'ongoing'training'for'Sponsors'and'Champions'on'how'to'
define'objectives,'lead'effective'initiatives,'build'collaborations'across'
Divisions,'and'measure'progress'on'assignments.'
3. Tiger!Teams:!The'temporary'task'forces'working'on'strategic'initiatives'are'
called'Tiger'Teams.'Tiger'Teams'are'temporary'task'forces'assigned'to'a'
strategic'initiative'with'the'knowledge'and'experience'necessary'to'
accomplish'the'tasks.'
4. Planning:'There'is'ongoing'planning'to'define,'scope,'assign'and'review'the'
work'done'by'the'Tiger'Teams.'Sponsors'provide'a'high'level'plan,'while'the'
tactical'plans'are'set'by'the'Champions'under'the'Sponsor’s'oversight.'''
5. Assignments:'Each'Tiger'Team'works'on'accomplishing'a'well^defined'
assignment'within'a'set'time'frame'to'produce'specific'deliverables.''
6. Reporting:'Champions'conduct'regular'progress'review'and'deliver'an'
account'of'their'assignment'to'the'Sponsor'and'the'entire'leadership'team.'
This'includes'reporting'measurable'impact'of'the'strategic'initiative'on'
improved'operational'efficiency,'quality,'customer'satisfaction,'safety,'and'
productivity.'
The'strategy'execution'process'becomes'a'key'developmental'experience'for'the'
Champions.'They'commit'up'to'15%'of'their'time'for'a'period'of'a'year'to'advance'
strategic'objectives.'After'the'period'of'a'year,'a'new'group'of'Champions'will'be'
selected'to'the'role.'Former'Champions'can'act'as'mentors'to'new'Champions.'
'''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!16'
Strategic!Initiative:!
1.!Assess!the!Inventory!
'
Goal:'
Set'a'solid'foundation'for'assets'and'systems'management'
'
Objective:!
Assess'the'inventory'of'ABC'assets'that'are'applicable'to'operations,'maintenance'
and'modernization.'
'
Description:!
We'can'optimize'resources'by'having'an'accurate'and'current'inventory'of'ABC'
assets.'The'assets'relevant'to'ABC'operations,'maintenance'and'modernization'
include'all'owned'and'leased'facilities,'including'the'buildings'and'site'systems.'
Assets'also'include'all'major'school'equipment'and'equipment.'The'inventory'will'
account'for'the'conditions'of'assets'in'a'way'that'can'be'searchable,'reported,'
updated,'and'regularly'maintained.''
'
Impact:!!!!
By'doing'this'we'can'manage'ABC'assets'more'effectively'and'efficiently,'report'the'
cost'of'operating'current'assets'and'forecast'projected'costs'and'assets'required.''
'
Sponsor:!
• Name'
'
Champion:!
• Name'
'
Team:!
• Names'
'
Milestones:!
1. Facilities'deficiencies'report'complete'for'all'schools''Date'
2. Define'data'requirements''''''Date'
3. Collect'condition'reports'on'all'schools''''Date'
4. Enter'data'in'the'system''''''Date'
5. Report'data''''''''Date'
''
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!17'
'
Strategic!Initiative:!
2.!Create!a!5[Yr.!Capital!Plan!
'
Goal:'
Set'a'solid'foundation'for'assets'and'systems'management'
'
Objective:!
Create'a'five^year'capital'plan'to'manage'the'growth'and'life'cycles'of'ABC'assets'to'
maximize'the'value'of'ABC'resources.'
'
Description:!
We'can'maximize'the'value'of'ABC'resources'(manpower,'time'and'money)'by'
having'a'capital'plan'that'accounts'for'the'life'cycle'of'current'resources,'the'costs'of'
operating'the'current'resources'and'the'estimated'costs'of'resource'to'support'the'
projected'growth.'
'
Impact:!
Build'future'Bond'programs'and'mil'levy'programs.'Present'accurate'budgets'and'
make'evidence^based'cases'to'guide'resource'allocation'decisions.'''''
'
Sponsor:!
• Name'
'
Champion:!
• Name'
'
Team:!
• Names'
'
Milestones:!
1. Differentiate'Mill'Levy'and'Bond''''Date'
2. RFP'for'school'assessments'''''Date'
3. 5^year'Capital'Plan'start'''''Date'
4. Capital'Plan'done''''''Date'
'
'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!18'
1. ''
'
Operational!Initiatives!
'
Each'of'the'Company'ABC'Divisions'has'identified'operational'initiatives'within'their'
own'Division'to'support'the'Department’s'Strategic'Plan'and'advance'operational'
excellence'within'their'area.'Division'Leaders'are'responsible'for'defining,'
implementing'and'reporting'progress'on'their'respective'Operational'Goals.'The'
work'to'accomplish'the'operational'initiatives'is'usually'conducted'within'each'
Division'and'will'be'reported'by'each'Division'leader'at'regular'leadership'Team'
meetings.'
The'Divisions'listed'below'are'providing'their'respective'Operational'Goals'in'the'
following'section:'
• Planning'
• Maintenance'
• (Others)!
'
!!
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!19'
Operational!Initiative:!
1. Capacity!Planning!
'
Planning!Division!
GOALS&OBJECTIVES&KEY&INDICATORS&
Carrying!Capacity!Limits!on!
each!campus'
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
'
Develop'modernization'plans'
for'all'schools'
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
Update!Ed!Specs!to!align!
with!the!State!Plan,!include!
new!educational!trends,!
sustainability,!security,!etc.!
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
Reduce!energy!and!
maintenance!costs!
'
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
Create!electronic!data!base!
for!all!facility!assets!&!
information.!
'
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
'
!!
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!20'
Best!Practices!for!
The!Industry!
'
Objectives:'
As'part'of'creating'a'strategic'plan'for'ABC'Facilities'Management,'we'consider'
industry'trends'and'best'practices'for'educational'Company'ABC.'The'purpose'of'this'
section'is'to'inform'the'strategic'initiatives'with'innovative'ideas,'practical'tools'and'
best'practices.''
'
The'best'practices'in'education'facilities'management'will'be'considered'when'
creating'the'strategic'plan.'In'addition'they'will'be'reviewed'during'the'start'of'
execution'at'the'point'of'launching'the'strategic'initiatives.'A'summary'of'the'best'
practices'is'included'in'the'strategic'plan.'By'incorporating'the'most'beneficial'and'
relevant'best'practices'will'help'ABC'continue'to'embrace'innovation.''''''
'
Methodology:!
The'best'practices'presented'in'the'strategic'plan'have'been'collected'through'
research'on'education'trends'and'best'practices,'focusing'on'the'impact'of'facilities'
on'improving'educational'outcomes.'In'addition,'the'research'includes'best'practices'
for'facilities'management'across'industries,'focusing'on'organizations'that'build,'
maintain'and'operate'a'large'number'of'facilities.'The'following'are'the'main'sources'
used'in'the'report:'
'
1. Facilities'Management'and'Maintenance,'Key'Strategies'from'New'School’s'
Portfolio'Maintenance,'New'Schools'Venture'Fund,'June'2008'
2. Best'Practices:'Building'Blocks'for'Enhancing'School'Environment,'John'
Hopkins'University,'2008'
3. BEST:'Building'Educational'Success'Together,'Recommended'Policies'for'
Public'School'Facilities,'May'2005'
4. Leading'the'Transition'from'Classrooms'to'Learning'Spaces,'NLII,'National'
Learning'Infrastructure'Initiative,'October'2004'
5. The'Classroom'of'the'Future,'David'Schultz,'Journal'of'Public'Affairs'
Education,'Hamline'University,'2014''
'
Additional'sources'for'online'articles'about'best'practices'for'education'and'classrooms'of'
the'future:'
'
1. http://www.npr.org/sections/ed/2015/01/12/370966699/meet^the^classroom^of^the^
future'
2. http://gettingsmart.com/2014/12/nations^capital^reinventing^classrooms^future/'
3. http://www.research.ibm.com/cognitive^computing/machine^learning^
applications/decision^support^education.shtml#fbid=fqBab8BI1gG'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!21'
4. http://www.forbes.com/sites/schoolboard/2014/04/25/high^tech^low^stress^the^
teachers^aides^of^the^future/'
5. You'tube'video'of'classroom'of'the'future:'
https://www.youtube.com/watch?v=QcXEznPXj8k'
6. Educational'design'showcase'
http://www.educationdesignshowcase.com/browseprojects.esiml'
7. Ideas'for'better'utilizing'classroom'space'
http://blogs.edweek.org/teachers/teaching_ahead/2014/01/innovative_classroom_req
uires_more_than_rearranging_desks.html'
8. Innovative'classroom'ideas'http://www.designshare.com/index.php/a^variety^of^
voices^innovative^learning^spaces^transform^the^hartland^lakeside^school^district/'
9. Class'room'designs'of'the'future'https://education^
2025.wikispaces.com/The+Classroom+of+the+Future'
10. Future'classroom'technologies'http://www.hongkiat.com/blog/future^classroom^
technologies/'
11. Designing'the'classroom'of'the'future:'http://thejournal.com/articles/2014/10/15/4^
keys^to^designing^the^classroom^of^the^future.aspx'
12. Innovative'design'for'better'attention'in'the'classroom.''This'link'has'a'video'as'well'
as'a'summary.''http://www.casbo.org/?page=VircoInc012914'
13. Transforming'classrooms'for'21st'century'learning.''http://www.p21.org/news^
events/p21blog/1551^pearlman^transforming^classrooms^and^schools^for^schools^for^
21st^century^learners^by^design'
14. Rethinking'the'classroom'http://www.hermanmiller.com/research/solution^
essays/rethinking^the^classroom.html'
'
'
Summary!of!Best!Practices:!
The'following'is'a'high'level'summary'of'the'best'practices'in'educational'facilities'
management'that'are'considered'to'be'most'beneficial'and'relevant'to'ABC.'The'
comprehensive'collection'of'best'practices'articles'and'reports'is'part'of'an'Appendix'
to'the'Strategic'Plan.'
'
1. Keep!a!Current!School!Facility!Inventory!
Develop'and'annually'update'a'facility'inventory'of'all'the'schools'in'the'
District'and'the'State'describing'the'basic'building'data'including'the'
condition'of'the'facility,'the'condition'of'main'equipment'and'the'projected'
expenditures'for'significant'capital'improvements.'Make'sure'that'the'data'
collected'is'accurate,'follows'a'consistent'data'collection'methodology,'and'is'
regularly'updated.'Making'information'about'school'facility'conditions'public'
has'a'three^fold'purpose:'1.'informs'parents'and'children'about'the'condition'
of'structures'in'their'community,'2.'provides'valuable'information'to'the'
community'about'the'condition'of'public'assets'that'are'taxpayer'supported,'
and'3.'holds'public'officials'accountable'for'their'management'and'
maintenance'of'the'public'school'facilities.'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!22'
'
2. Set!Minimum!Adequacy!Standards!
Establish'minimum'adequacy'standards'for'school'facilities'that'are'flexible'
enough'to'meet'the'specific'educational'program'and'service'needs'of'the'
students,'teachers,'and'the'community.'States'that'provide'funding'to'support'
capital'improvements'in'their'public'schools'use'a'variety'of'measures'to'
determine'need.'These'measures'have'generally'resulted'from'historical'
policies,'and'are'often'based'upon'discussion'and/or'negotiations'among'the'
parties'representing'various'stakeholders.'Evaluating'projects'based'on'a'
combination'of'objective'and'subjective'criteria'should'include'factors'such'as:'
projected'enrollment'above'capacity,'the'number'of'un^housed'students,'
overcrowded'schools,'age'of'school'and'its'condition,'age'of'building'system'
and/or'components,'number'of'square'feet'in'the'building'and'proposed'
scope'of'work,'level'of'maintenance'performed'by'the'district'to'protect'
taxpayer'investment,'relative'wealth'of'the'school'district,'property'values,'
and'willingness'of'the'district'to'raise'revenue'for'capital'projects.'The'
Minimum'Adequacy'Standard'assists'in'prioritizing'projects'to'address'the'
most'basic'needs'while'achieving'equity'within'schools.'
!
3. Build!Restricted!Reserves!
An'effective'asset'management'strategy'is'planning'for'and'building'restricted'
financial'reserves'to'respond'to'facilities^related'operating'contingencies'–'
such'as'the'immediate'need'to'replace'a'roof.'This'practice'ensures'that'the'
necessary'equity'is'in'place'to'act'when'a'unique'opportunity'emerges'
suddenly.'In'general,'it'is'challenging'for'both'new'and'growing'School'
Districts'to'set'aside'funds'for'this'purpose.'One'way'to'create'adequate'
reserves'is'to'budget'on'a'cash^flow'basis'and'set'aside'amounts'equal'to'
facilities'depreciation'expenses'(which'are'a'non^cash'item'for'accounting'
purposes)'on'an'annual'basis'until'a'specified'cash'reserve'target'has'been'
reached.'''
'
4. Invest!in!Preventive!Maintenance!
Preventive'maintenance'is'critical'especially'as'facilities'age,'school'
enrollment'peaks,'and'school'entitlement'revenues'flat^line,'it'is'inevitable'
that'costly'replacement'or'emergency'repair'needs'will'arise.'Paying'sufficient'
attention'to'preventive'maintenance'will'slow'the'deterioration'of'facilities'
resulting'in'increased'efficiency'and'savings'for'both'the'school'and'facilities'
management.'''
'
5. Involve!Students,!Parents!and!the!Community!in!School!Maintenance!
and!Safety!
Involve'students,'parents'and'the'community'in'school'maintenance'and'
safety'activities'such'as:'
• Ask'input'from'students,'parents'and'staff,'to'create'safety'and'keep'
buildings'in'good'condition'with'clear'expectations'and'consequences.'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!23'
• Develop'and'clearly'state'the'school'rules'such'as'“respect'for'others”'and'
“respect'for'property”'and'post'them'around'the'school,'with'guidelines'for'
their'application.'
• Recruit'parents'to'volunteer'specific'hours'on'a'weekend'to'participate'in'a'
focused'school'improvement'project'such'as'cleaning'up'the'school'yard,'
painting'an'exterior'area,'or'picking'up'litter.''
• Teach'students'and'parents'conflict'resolution'skills'when'they'see'
vandalism,'lack'of'care'or'destructive'behavior'emphasizing'constructive'
feedback'that'don’t'allow'ridicule.'
• Work'toward'policies'that'are,'and'are'perceived'as'being'fairly'conceived'
and'fairly'applied'to'everyone.'
'
6. Foster!a!School!Caring!Environment!
A'positive'school'caring'environment'is'built'upon'caring'relationships'among'
all'participants—students,'teachers,'staff,'administrators,'parents'and'
community'members.'A'warm'“good'morning”'greeting'from'the'custodian'
can'help'determine'a'child’s'mood'for'the'day,'just'as'a'cheerful'recognition'of'
cleanliness'by'the'teacher'can'set'a'tone'that'motivates'students'to'keep'the'
school'clean.'Making'sure'that'specific'standards'of'school'appearance'are'
consistently'met,'sends'a'message'to'students'and'teachers'that'we'truly'care'
about'the'school'environment,'which'influences'their'behavior'and'care.'
'
7. Energy!Conservation!
Use'of'energy^efficient'lighting'fixtures'can'reduce'energy'costs'by'8^10%.'
Adoption'of'energy'saving'practices'can'further'add'to'energy'savings.'
Conducting'regular'energy'audits'that'provide'an'energy'efficiency'scorecard'
with'recommendations'for'improvement'can'reinforce'energy'efficient'
practices.'
'
8. Environmental!Goals!
Every'new'school'building,'renovation'project,'and'a'project'to'replace'
existing'building'systems'and/or'components'presents'an'opportunity'to'
design'and'implement'an'environmentally'sensitive'capital'improvement'
project.'School'design'and'construction'practices'need'to'set'environmental'
goals'that'take'into'account'energy'usage'when'selecting'equipment,'installing'
and'maintaining'equipment,'and'when'packaging'and'disposing'of'waste'from'
the'construction'site.'
'
9. Establish!a!Criteria!for!Maintenance!
Establish'criteria'or'indicators'for'evaluating'the'condition'and'level'of'
maintenance'of'school'facilities'on'a'regular'basis.'While'routine'maintenance'
is'the'key'to'cost^effective'long^term'utilization'of'buildings'and'the'proper'
operation'of'the'building'systems,'few'states'have'legislation'that'assures'the'
protection'of'the'public’s'investment'in'public'school'facilities.'States'should'
develop'on^site'survey'procedures'for'evaluating'the'condition'of'each'public'
Company'ABC'–'Strategic'Plan'SAMPLE '
Page!24'
school'from'a'maintenance'perspective.'This'could'include'the'development'
of'an'evaluation'instrument,'the'definition'of'terms,'the'time'intervals'
between'surveys,'the'training'of'personnel'conducting'the'survey,'the'
reporting'mechanism,'procedures'for'reporting'anticipated'corrective'action,'
and'procedures'for'reporting'the'actual'implementation'of'that'action.'
States'should'also'conduct'periodic'reviews'of'the'educational'facilities'to'
determine'whether'or'not'the'facilities'are'being'properly'maintained.'
'
10. Leverage!Technology!for!Improved!Communication!
Use'technology'to'improve'communication'and'reporting'between'the'various'
stakeholders.'Technology'can'be'an'asset'to'improve'communications'
between'the'schools'and'facilities'maintenance'to'report,'track'and'resolve'
multiple'maintenance'projects.'Technology'can'help'deploy'maintenance'
resources'more'efficiently'by'scheduling'jobs'with'information'on'the'
geographical'locations,'equipment'needs'and'level'of'resources'required'and'
available.'
'
'
'
The objective of the Ascent Training is to help people achieve critical
results. By completing the course, participants will learn key principles
and practices for implementing effective change. As an outcome from
the course, participants will create an action plan to tackle a key project
for the next 100 days.
The Ascent Training teaches participants how to:
In addition to the stated course objectives describe the specific
objectives that will make this course most valuable to you.
When dealing with challenging situations, we can feel justified to
perceive a threat. We may feel significant stress, uncertainty, anxiety,
frustration and even a degree of fear. We may feel forced by the
situation to make a change.
As we perceive that change is happening to us, we place a Red Frame
around the situation. Red Frames have a role in the change process by
helping us recognize the challenges ahead. However, it is not useful to
remain in a Red Frame of mind.
Choosing a more productive point of view, we can decide to take charge
of our destiny. We can rise above the challenges by placing a Green
Frame around the situation.
We Green Frame challenges by seeing them as opportunities for
growth, learning, advancement, greater clarity and eventual success. In
difficult situations, adopting a Green Frame mindset may seem
unrealistic, but it is always more useful and gives us greater control.
Ultimately, adopting a Red or a Green Frame of mind is simply a choice.
The Red Frame keeps us stuck in a victim role. The Green Frame allows
us to respond more effectively to the situation.
A Green Frame is a choice to see change an opportunity that allows us to
respond to situations more effectively. A Red Frame is a choice to see
change a threat that can keep us or the situation stuck. We choose how we
frame any situation. What can you do to Green Frame your change
challenge as an opportunity?
The goals are ridiculously high and
I will never be able to reach them.
Reaching my goals will require a
different approach than what I’m
doing.
The leaders are not committed, so
the change cannot work.
We need to help our leaders
recognize their role by words
and actions.
What do I see, hear or
experience as resistance?
What deeper concerns might
be behind these signs?
The five faces of resistance show predictable ways people oppose
change. As we learn to recognize what people’s verbal and non-verbal
expressions really mean, we begin to understand the root causes. We
need to get better at picking up the subtle, and at times not so subtle,
cues that point to the root cause.
Our research shows that resistance to change follows predictable
patterns of conduct pointing to distinctive reasons. The root causes
represent the reasons why people won’t want to embrace certain
things. The five root causes are:
Recognizing the five root causes in every day situations helps us avoid
failures. We can detect the early warnings of a root cause before it
becomes a crisis. With this knowledge we can anticipate and prevent
predictable problems by making course corrections.
Identify which of the five root causes are present in your change
challenge. Use the chart to help you identify observable signs of root
causes. Write your conclusions in the space below.
Root Causes
Hidden agendas
Selfish behaviors
Divisions and turf battles
Too many initiatives
Constant scope creep
Competing priorities
Not having the right person for the job
Unclear roles and responsibilities
Broken or complicated processes
Inconsistent leadership example
Low discretionary effort
Blaming and finger pointing
Unmet goals
Lack of measures
Poor follow through
The next finding is the huge impact of being able to change successfully
over time. When results are compared in proportional terms, the
success of the Change Masters is barely noticeable in the beginning, and
even questionable half way through the process, but in the end, the
difference is outstanding.
The impact of change can be measured in terms of improved products
and services, customer satisfaction and loyalty, employee engagement,
and financial results. For example, comparing the percentage of gains
or losses of the Change Masters and the Change Failures stick shows a
dramatic picture.
To illustrated the point, imagine that a $ 100,000 invested in the
Change Masters would have produced $ 363,000 in 4 years. The same
investment in the Change Failure would be worth only $ 58,000—a
difference of $ 305,000!
Similar results can be traced to customer and employee measures. As
you consider the impact of change at work and in your life. What are the
outcomes of changing successfully versus failing to change?
Lurking deep in the jungle there is an 800-lb. gorilla that can easily
overpower your best intentions and sound reasons. This gorilla also
lives in your organization’s conference room, or corner office, or
parking lot. When you encounter it, you may run or hide, unless you are
prepared to deal with it.
The 800-lb. gorilla in the room may be politically charged decisions that
are not happening, sensitive conversations with significant ripple
effects, or highly emotional subjects that we need to tackle. Left alone,
the 800-lb. gorilla is quiet, almost invisible. It is not easily provoked.
But once you dare to engage it, you better be prepared for action.
Even the best laid out plans may crumble when faced with the 800-lb.
gorilla in the room. That is unless you are prepared to deal with the
gorilla itself. For a change to succeed, you need to be ready to address
the 800-lb. gorilla in the room.
What are the 800-lb. gorillas you need to deal with
as part of implementing change?
What is your plan to deal with
the 800-lb. gorilla issues?
You are asked to help a leader launch a new
program. He has communicated his plans. Most
employees support the decision, but a few key
players remain skeptical. They feel it is not in
their best interest. The leader decides to move
ahead without listening to the “Nay Sayers.”
The skeptics become increasingly more
isolated and subtly undermine the initiative.
“I’m not too interested in
discussing their concerns at
this point. The decision has
been made. Now it’s time to get
people onboard or vote them off
the island.”