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From the Principal's Desk

Planning for Our Collective Future: From Scenarios to Strategies


“Plans are of little importance, but planning is essential.” Winston Churchill (1874 — 1965)

“Plans are worthless, but planning is everything.” Dwight D. Eisenhower (1890 — 1969)

With Trinity's current strategic plan expiring at the end of this year, we have been preparing and planning for our next strategic priorities, for 2020 to 2022. The external environment is rapidly changing, fuelled by technology, particularly digital technology and increasing information processing power. The College Council has therefore decided to implement a three-year instead of a five-year cycle to ensure that our strategies are responsive to those factors beyond our control. We worked with an external consultant who specialises in educational strategic planning to generate possible scenarios for the year 2034, when our current junior kindy students (our youngest students) will be graduating Year 12.

The scenario planning project was carried out by a diverse team of 14, comprised of staff from both academic and corporate areas of the college, with varying lengths of service at Trinity and all working in different leadership and classroom positions. We carried out desk research and interviewed experts in the fields of religion, environment, politics, culture, education, technology and economics ensuring that we covered the trends in all relevant fields to form a complete and accurate picture of likely future scenarios. The purpose of a strategic plan or planning is aptly defined by Graham Kennedy in the conclusion of his article in the Harvard Business Review (June 21, 2016), “your strategic plan is an essential device in navigating disruption’s headwinds.”

Our strategic goals and strategies aim to be responsive to the needs of young people in the defined future scenarios, and this project helped us to consider external factors and trends whilst constructing them. The project team identified two critical influencers that pose the greatest uncertainty for the College in terms of planning for the future: Ethics and Cognitive Capacity. The findings of the project fed into our current strategic planning process which began in May 2019 with the analysis of scenarios produced as backdrops, Quality Schools stakeholders’ survey data gathered last year, staff and student survey data collected this year and focus group discussions with stakeholders held in June. This provided important data for the strategic planning team to determine our priorities for the next few years so as to best position the college and its stakeholders for a bright collective future.

Our consultant, who worked with us throughout the planning process, is now hard at work pulling the threads of our strategic planning together for College Council approval before we begin the process of communicating our 2020 to 2022 strategic priorities in Term 4.

Resources:

http://www.fourscenes.com.au/LearningFromScenarios0305.pdf

http://idmc.ae/userfiles/file/stadies/ScenarioPlanning.pdf

http://en.laprospective.fr/dyn/anglais/articles/art_of_scenarios.pdf

https://hbr.org/2016/06/strategic-plans-are-less-important-than-strategic-planning



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