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Strategic Planning In Education
 

Strategic Planning In Education

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    Strategic Planning In Education Strategic Planning In Education Presentation Transcript

    • Strategic Planning in Education Péter Radó PU training Beograd, 05.2003.
    • Defining Strategic Planning 1.
      • Strategic planning is a disciplined effort to produce fundemantal decisions shaping and guiding what an organization is, what it does, and why it does it.
      • The distinction among strategic planning (based on a vision and long term goals and flexible enough), project planning (tactical move within a long-term strategy) and organizational development (planning for ensuring that an organizational reaches its goals).
    • Defining Strategic Planning 2.
      • The basic types of strategic planning
        • Strategy making
        • Strategic programming
      • The logic of strategic planning
        • „ From outside inwards”
        • „ From inside out”
    • The Function of Strategies
      • Setting the direction of development and change
      • Focusing efforts by setting priorities
      • Defining the organization
      • Bringing consistency into the diverse cource of action
    • The Types of Strategies
      • Strategy as plan
      • Strategy as pattern
      • Strategy as position
      • Strategy as vision
    • The Additional Advantage of SP in Public Services
      • Reduces conflicts amont the players (SP is a participatory process!)
      • Selection among goals
      • Provides basis for control
      • Strategy is a communication tool
    • The Limits of SP in Public Services
      • Too many actors, their authority is ambiguous
      • The processes are not transparent
      • Too many compromises
      • High probability of the emergence of contradictory goals
      • Not enough time to make the goals ripe
      • Artificial timeframes
    • The Content of a Strategy
      • Intro: the the process and the purpose of the strategy
      • Situation/problem analysis
      • Goals and objectives
      • The implementation of the strategy
    • Situation/Problem Analysis
      • Always should be based on a conceptual framework (fill in the matrix)
      • Creates the internal structure for the entire strategy
      • Should be balanced (quasi SWOT)
      • Should clearly identify the problems that are calling for intervention
      • References to the sources of SP
      • References to evidences and benchmarks
      • Approx. one third of the paper
    • Goals and Objectives
      • Vision (short and clear)
      • Long term goals (for 10-15 years)
        • always elaborate!
        • Should reflect the problems and the vision
      • Concrete objectives under each of your goals
        • Never mix up goals and tools!
        • The timeframe is a project or a government term
        • Success criteria
        • Should be feasible
        • The TOR for programmers
    • Implementation 1.
      • Purpose: the design of tools by which the obejectives will be achieved
      • There are no magic bullets
      • Should make the design of concrete actions, measures and projects easy
      • It is worth to describe the tools in general and the tools connected with each objective separately
      • Sort out regulation and financial packages
      • Determine the implementation agency (agencies)
    • Implementation 2.
      • Possible tools for strategy implementation (incomplete list):
        • Regulation and deregulation
        • Financing
        • Development projects
        • Planning, co-ordination, management
        • Development of knowledge basis
        • Capacity building
        • Measurement, research, analysis
        • International co-operation
        • Institution building, development of services
        • Strategic communication, info dissemination
    • Managing Strategic Planning 1.
      • Always start with the table of content, incorporate it to the TOR
      • Never commission a bigger group than 7
      • Always pay them, make them accountable by a TOR and by sequential payment
      • Strategy writing is a discussive compillation: the role of „background papers”
      • Never comission research for the sake of SP
    • Managing Strategic Planning 2.
      • Always make a distinction between the role of experts and that of the MOES (MOES is a customer of a service)
      • Make clear that experts work according to your agenda
      • Let the WG to plan its activities on its own, be concerned about the product, costs and deadlines
      • Alwa y s validate the draft in professional circles
      • Always consult stakeholders
      • Do heavy info management for the WG