Strategic Planning In Education
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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