My surfer sons tell me that paddling out and waiting for the perfect wave is part of the “surf’s up” gestalt, meaning conditions are right, right now. As a non-surfer I might describe it as a state of alert readiness. You head out, you are hyper-aware of your surroundings, you assess the speed and direction of the wind, water and air temperature, sense the oncoming flow and movement of the water, calculating risk v reward. You’re prepared for the perfect wave. Surf’s Up.
Time is now.
Surf’s up for strategic planning in arts education. Conditions are right. With the advent of ESSA, the notion of “well rounded” education, Title I and Title IV Part A funding in particular, we see new possibilities for the arts in education. Having a strategic plan for the arts in your district allows you to be intentional about the resources you need; it puts you ahead of the wave in seeking out partnerships and funding opportunities on the horizon.
Like this illustration from Leo Lionni’s children’s book Swimmy, a well-crafted strategic plan is designed to move all stakeholders forward together, becoming more than the sum of its parts.
Effective planning.
Strategic planning is not new; it has long been an essential tool in the for-profit business sector and has become more so for nonprofits and governmental entities, including school districts. However, the idea of developing a districtwide strategic plan for arts education is a fairly recent idea.
While serving as the director of the California Alliance for Arts Education, I co-authored the first edition of the Alliance’s The Insider’s Guide to Arts Education Planning in 2007 with Elizabeth Lindsley and Peggy Burt and oversaw the development of the 2nd edition in 2009. Now in its 3rd edition, the guide has been refined through practice and used extensively throughout California with school districts and county offices of education.
The Insider’s Guide was conceived “as both a guidebook and a hands-on technical assistance process that enables districts to assess current arts learning programs and funding allocations, identify gaps in delivery, and create strategic plans that will ensure equitable access for all students in all arts disciplines.”
It is gratifying to come back to this work after ten years and experience anew the depth, vibrancy and relevance of the work. I’m still a fan. I learn something new every time.
Process unmasked.
The process of strategic planning is fairly straightforward across industry sectors. Simply put, a strategic plan endeavors to chart a course for the future by identifying strategies that will enable long-term success.
In brief, the process includes:
- A review of current programs and assets
- Development of a vision for the future
- Identification of delivery or resource gaps between the current program and vision
- Articulation of strategic goals, measurable objectives, timelines, persons accountable, and resources required to address the gaps in order to achieve the desired vision
In my view, the guided process described in The Insider’s Guide is particularly suited to the arts in education. Based on facilitation methods from the Institute of Cultural Affairs, the process values full participation from various stakeholders, is flexible and customizable, and is collaborative and consensus-building at its core.
Greater than the sum of its parts.
While the resulting plan can be a true blueprint for the future, it also has value beyond the printed page. Much of that value is derived from the process itself, as it:
- Engages a broad spectrum of stakeholders within the district and the larger community
- Provides opportunities for advocacy with administrators and school board members
- Shines a light on the complexity of the arts education ecosystem
- Highlights the need for leadership and accountability
- Encourages communication, collaboration and consensus among stakeholders
- Provides hard data on program delivery and resource gaps
If you’re ready to get started and want to learn more, please contact me! Surf’s up.
Photo by Vladimir Kudinov on Unsplash
