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).

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 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

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

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

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

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

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

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

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)

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

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

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

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