The administration of Rochester Community Schools (Michigan) initiated a process for long-range strategic planning in 1984, described in this synopsis. Strategic planning is an ongoing, evolutionary process of defining the business one is in or should be in; establishing organizational goals and objectives; and developing and implementing strategies for future goals. The result is a blueprint of how to achieve school district goals and objectives. The plan evolved from existing structures to be congruent with district and community needs. Establishment of a superintendent's cabinet with advisory group was Rochester's only management structural change. Other divisions had advisory councils to assist executive staff. The plan began with creation of the district's guidance system. Ten "Key Result Areas" characteristic of a quality educational institution were developed. Using key areas and the mission statment, the superintendent's cabinet analyzed internal and external factors with potential effects on individuals and programs. Once approved, long-range goals were assigned objectives and strategies. Objectives are evaluated yearly and given a trial period. All staff participate in daily problem solving and operational objectives. As a result, the district can focus on implications of current decisions and identify potential opportunities and problems. (CJH)