I spent two days last week working on a volunteer measurement team formed to support the local school district’s strategic plan. A core team had developed three strategic objectives that aligned perfectly with the district’s mission: one on student achievement, one on students contributing to the community, and one on lifelong learning.

They missed the boat.

I agree that all three of these objectives are important and that they align with the mission, but I think the core team aligned with the wrong thing. A school district exists to educate students. It must do that well or it is failing, even if it produces stellar citizens who continue to learn after high school. By its three strategic objectives, my district is proclaiming that one-third of the attention should be paid to student achievement and two-thirds to other things. It’s putting those responsible for the success of the district—senior leaders and the board—in the position of having to divert attention from student achievement to carry out the strategic plan.

Some argued that leadership will prioritize the objectives and focus on the student achievement one first and the others later, but that undermines the plan. Every organization has limited resources. The best strategic plans prioritize to focus those resources on what the organization must do to succeed.

Iredell-Statesville Schools (I-SS), a 2008 Baldrige Award recipient, demonstrates how a strategic plan can align all work in the district with what it must do to succeed:

Mission: I-SS will rigorously challenge all students to achieve their academic potential and to lead productive and rewarding lives. We will achieve this mission with the support of parents, staff, and the community.

Vision: A school system committed to improving student learning by igniting a passion for learning.

Success Factors: High student performance; healthy, safe, orderly, and caring schools; quality teachers, administrators, and staff; strong family, community, and business; and efficient and effective.

Its strategic goals and scorecard measures align with these five success factors, which are also aligned with key stakeholder requirements. It uses a zero-based budgeting process to align expenditures with these success factors. It develops action plans and tracks scorecard measures that align with and support these success factors.

This alignment has enabled I-SS to move from mediocrity to world-class performance in just six years.

Because it aligned with the right things.

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