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A state-level public body responsible for early childhood systems needed a multi-year strategic plan, building on what was already working and addressing the areas that were not.
The work ran in three stages.
Reviewing the existing strategic plan, subcommittee work plans and related documents, interviewing stakeholders and subject-matter experts, and analyzing existing needs assessments.
Producing a roadmap aligned to the body’s own stated commitments, and facilitating a planning retreat so members reached consensus in the room rather than by circulation.
Engaging families, community organizations and other stakeholders for ongoing input, and keeping the plan aligned with state and federal initiatives.
A strategic plan with an actionable roadmap, agreed across the body’s members and subcommittees, covering the full age range the organization is responsible for.
Public-sector strategic planning succeeds or fails on whether a group of people with different mandates can agree. The retreat, and the interviews that preceded it, are what produced that agreement.
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