Strategic Planning In Education


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Strategic Planning In Education

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