foresight and strategic planning at the institute of technology, … · 2010-09-02 · foresight...
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Foresight and Strategic
Planning at the Institute of
Technology, Sligo, Ireland
FUTURES & REGIONS
CONFERENCE
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Background
Established 1970
6000 students
Third level Higher
Education Institute
Awards from Higher
Certificate to PhD
€50 million budget
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Strategic Planning 2002
First strategic plan – converted
“strategic vision” to a physical plan
Developed at executive level
Traditional planning tools
(SWOT, PEST, etc.)
Lack of ownership by staff
Lack of understanding of why strategic
planning is important
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Mapping the Future
Strategic plan – 2007 to 2012
How to ensure staff ownership
How to ensure clarity of mission
Hypothesis – to achieve these, need:
Wide participation
Wide consultation
Innovative approach
“Engage the academic heartland”
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Foresight Process
Steering committee representative of
stakeholders
Partnership Committee (Trade Unions)
Senior management
Academic Council
Student Union
Local employers (External stakeholders)
Series of facilitated meetings
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Identification of Themes
Using techniques such as
brainstorming, brainwriting, mind
mapping, “What if”.
Five themes were identified: Scholarship
External Environment
Internal Organisation
The Student
Institute Identity
Four sub groups were established to look
at the first four themes.
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Scenario Building
Foresight planning involves taking a
much longer view into the future and
can involve Scenario Building
External Environment sub-group
undertook this task
Based on two criteria 15 years hence:
The economy
Level of Institute autonomy
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The Scenarios
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Strong economy
Weak economy
Autonomy Centralisation
Mickhail
24/7
Independent
Ingrid
Sad
Paddy
Disillusioned
Deirdre
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Consultation
Extensive consultation was necessary,
both written and face-to face.
In particular the “main” external bodies: HETAC
HEA
Sligo Chamber of Commerce
Enterprise Ireland
Industrial Development Agency
Feedback and sub-group reports
formed basis for writing the plan
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Writing the Plan
Based on an optimistic future: Strong economy
More autonomy both budgetary and
academic
Good industrial relations
But aware of: demographic problems
rising oil prices
technological change
changing student profiles
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Evaluation
Short questionnaire (10 questions) to
each of the committee members
Number of questionnaires – 100
Response rate 50%
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Involvement and Role
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Membership and
Foresight
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Ability to Participate
and Foresight Culture
Ability to Participate?
Yes
No
Established a Culture of foresight?
Not at all
Not obviously
Perhaps
Definitely
Most definitely
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Foresight approach and
Final Plan
Is foresight appropriate?
Don't know
Not appropriate
Appropriate
Very appropriate
Essential
Read Plan?
Yes
No
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Group Input and
Foresight in 2012
Groups input to final plan?
Not reflectedPoorly reflectedModerately reflectedWell reflectedVery well reflected
Foresight in 2012?
Don't care
No opinion
Definitely notNeutral
Strongly
Very strongly
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