l08 faculty of education edu5810 educational policy and planning dr. ramli bin basri room g28, tel:...

L08

FACULTY OF EDUCATIONEDU5810 EDUCATIONAL POLICY AND PLANNING

DR. RAMLI BIN BASRIROOM G28, TEL: office 03-8946 8248, H/P 019 224 1332 (sms prefered)

E-MEL: [email protected] 11

STRATEGIC PLANNING IN

EDUCATION

1.STRATEGIC MANAGEMENT AND

STRATEGIC PLANNING

WHAT IS STRATEGY?WHAT IS STRATEGY?• Latin: Strategos (the art of Latin: Strategos (the art of

generalship, or how to be an effective generalship, or how to be an effective general).general).

• Strategic … “choosing how best to Strategic … “choosing how best to respond to circumstances of a respond to circumstances of a dynamic and sometimes hostile dynamic and sometimes hostile environment”environment”

• ““Being strategic requires recognizing Being strategic requires recognizing the choices and committing to one the choices and committing to one set of responses instead of set of responses instead of another”(Allison & Kaye, 1997)another”(Allison & Kaye, 1997)

WHAT IS STRATEGIC WHAT IS STRATEGIC MANAGEMENT?MANAGEMENT?• ““Strategic management is art and science of Strategic management is art and science of

formulating, implementing, and evaluatingformulating, implementing, and evaluating cross- cross-functional decisions that enable an organisations functional decisions that enable an organisations to achieve its objectives” (David, 2001)to achieve its objectives” (David, 2001)

• ““Strategic management is Strategic management is the process of the process of formulation the strategic plan and formulation the strategic plan and implementation of the planimplementation of the plan. It involves strategic . It involves strategic analysis, strategic choice and strategic analysis, strategic choice and strategic implementation” (Fidler, 2002)implementation” (Fidler, 2002)

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT

A continuous process ofA continuous process of

• Identifying vision, mission, objectiveIdentifying vision, mission, objective

• Developing appropriate strategiesDeveloping appropriate strategies

• Implementing strategiesImplementing strategies

• Monitoring implementation to Monitoring implementation to achieve objectiveachieve objective

(Wright, P. , Pringle, C. and Kroll, M. Strategic Management, 1992)

STRATEGIC MANAGEMENT & STRATEGIC MANAGEMENT & STRATEGIC PLANNINGSTRATEGIC PLANNING• ““Strategic management is the process of Strategic management is the process of

formulating, implementing, and evaluatingformulating, implementing, and evaluating cross- cross-functional decisions that enable an organisations functional decisions that enable an organisations to achieve its objectives”to achieve its objectives”

• Strategic planning is the process of Strategic planning is the process of formulatingformulating strategic plan. strategic plan.

• Strategic managementStrategic management is the ‘brain’ to is the ‘brain’ to management; and management; and

• Strategic planStrategic plan is the backbone to management. is the backbone to management.Edaris Abbu Bakar, 2004.Edaris Abbu Bakar, 2004.

The ABCs of Strategic PlanningThe ABCs of Strategic Planning

AWho and What are we?

What do we do now?Why?

CHow do we get there?

BWhat do we want to be and

do in the future?Why?

STRATEGIC PLANSTRATEGIC PLAN• A strategic plan is a written document A strategic plan is a written document

which describes where your institution which describes where your institution wants to be in the future (usually three wants to be in the future (usually three to five years), and the broad areas of to five years), and the broad areas of activity that it will undertake to achieve activity that it will undertake to achieve this vision. It is different from an this vision. It is different from an operational plan (or work plan), which operational plan (or work plan), which details activities over the next 12 details activities over the next 12 months (at least). months (at least).

• These two types of plan are closely These two types of plan are closely connected, however, as the operational connected, however, as the operational plans should be moving the school plans should be moving the school towards the vision defined in the towards the vision defined in the strategic plan (Davies, 2002).strategic plan (Davies, 2002).

STRATEGIC PLANNING IN STRATEGIC PLANNING IN EDUCATIONEDUCATION

Answers these questionsAnswers these questions

• What does the school aims to What does the school aims to achieve?achieve?

• How to achieve?How to achieve?

• When will the aim be achievable?When will the aim be achievable?

• For whom? For whom?

...STRATEGIC PLANNING...STRATEGIC PLANNING

To ensure success, strategic planningTo ensure success, strategic planning

• Requires involvement of all staff to Requires involvement of all staff to ensure shared vision, commitment ensure shared vision, commitment and sense of belongingand sense of belonging

• Needs to be developed as a culture Needs to be developed as a culture of an organization and practiced by of an organization and practiced by all members of the organization.all members of the organization.

2. ELEMENTS OF STRATEGIC 2. ELEMENTS OF STRATEGIC MANAGEMENT IN MANAGEMENT IN EDUCATIONEDUCATION

INITIAL VISION

INSTITUTIONALVALUES &

CULTURE

EXTERNAL

ENVIRONMENT ANALYSIS INTERNAL

ENVIRONMENT ANALYSIS CRITICAL SUCCESS

FACTORS

INSTITUTIONAL VISION

MISSION

STRATEGIC OBJECTIVES

SPECIFIC OBJECTIVES/

TACTICAL PLAN/KPI

ACTION PLAN/OPERATIONAL

PLAN

EVALUATION

SWOT ANALYSIS

A PRACTICAL MODEL FOR STRATEGIC MANAGEMENT

WHY AN INSTITUTION NEEDS A WHY AN INSTITUTION NEEDS A VISION?VISION?

• As future direction for the institutionAs future direction for the institution

• Develop confidence to manage situation or Develop confidence to manage situation or changechange

• Encourage members of institution to work Encourage members of institution to work towards excellencetowards excellence

• Develop strength and competitiveness.Develop strength and competitiveness.

• Motivates changeMotivates change

• Uniting all staff towards a common goal or Uniting all staff towards a common goal or purposepurpose

1- INITIAL VISION & 1- INITIAL VISION & INSTITUTIONAL VISIONINSTITUTIONAL VISION

• Raw or initial vision proposed by Raw or initial vision proposed by management to members of an management to members of an educational institutioneducational institution

• Purpose to initiate members to think Purpose to initiate members to think for the future of the institutionfor the future of the institution

• To be refined by all members into the To be refined by all members into the final vision of the institutefinal vision of the institute

• The process includes…The process includes…

a) INSTITUTIONAL VALUES AND a) INSTITUTIONAL VALUES AND CULTURECULTURE

• Current values and culture needs to Current values and culture needs to be considered seriously in defining be considered seriously in defining vision (management, staff, teachers, vision (management, staff, teachers, students, parents, community)students, parents, community)

• Positive values and culture are Positive values and culture are catalyst to achievement of visioncatalyst to achievement of vision

• Negative values and culture requires Negative values and culture requires adjustment, prior to the formation of adjustment, prior to the formation of visionvision

……a) INSTITUTIONAL VALUES AND a) INSTITUTIONAL VALUES AND CULTURECULTURE

• Duty of management, PTA, local Duty of management, PTA, local community to instill positive values community to instill positive values and culture before the process of and culture before the process of formation of vision.formation of vision.

• A common or shared value systemA common or shared value system

• Students, principal, teachers, staff, Students, principal, teachers, staff, education officials, parents, education officials, parents, community and other stakeholders, community and other stakeholders, politicians. politicians.

b) EXTERNAL ENVIRONMENT b) EXTERNAL ENVIRONMENT ANALYSIS (PEST)ANALYSIS (PEST)

External environment factors that External environment factors that determine achievement of vision: determine achievement of vision:

•Strength of the Strength of the economiceconomic environment environment

•Stable and supportive Stable and supportive political political environmentenvironment

•Social & culturalSocial & cultural environment which puts environment which puts high emphasis on educational excellencehigh emphasis on educational excellence

•Technological know-howTechnological know-how..

c) INTERNAL ENVIRONMENT c) INTERNAL ENVIRONMENT ANALYSISANALYSIS

Internal or institutional factors are main Internal or institutional factors are main actors that determines the achievement actors that determines the achievement of vision: of vision:

•Institutional cultureInstitutional culture

•Infrastructure and physical condition of Infrastructure and physical condition of the institution the institution

•Features or style of managementFeatures or style of management

•Work culture, etcWork culture, etc

d) CRITICAL SUCCESS d) CRITICAL SUCCESS FACTORS FACTORS All CSF’s must be identified in the process of All CSF’s must be identified in the process of refining the initial vision (CSF are conditions refining the initial vision (CSF are conditions required for achievement of vision)required for achievement of vision)

•Commitment and support of managementCommitment and support of management•Staff: Knowledge, competency, commitment, Staff: Knowledge, competency, commitment, teamwork, etcteamwork, etc•Financial resourcesFinancial resources•Organizational environmentOrganizational environment•Community supportCommunity support•Organizational and environmental politics, etcOrganizational and environmental politics, etc

2-INSTITUTIONAL VISION2-INSTITUTIONAL VISION

• The vision agreed by all members of The vision agreed by all members of the institutionthe institution

• The aim and direction for the futureThe aim and direction for the future

• Becomes the “culture” of the Becomes the “culture” of the institutioninstitution

• Examples of vision statements…Examples of vision statements…

3- MISSION3- MISSION

• How do we get there How do we get there

• How to achieve the visionHow to achieve the vision

4. SELECTING STRATEGIES/STRATEGIC 4. SELECTING STRATEGIES/STRATEGIC OBJECTIVESOBJECTIVES

• Steps or strategies to achieve the mission. Steps or strategies to achieve the mission. Each strategy or strategic objectives is Each strategy or strategic objectives is formed through SWOT analysisformed through SWOT analysis

• Internal environment: identify Internal environment: identify strengthsstrengths an an weaknessesweaknesses

• External environment: identify External environment: identify opportunitiesopportunities and and threats threats

• SWOT Analysis for the institution to ensure SWOT Analysis for the institution to ensure steps taken are based on strengths, steps taken are based on strengths, weaknesses, opportunities and threats weaknesses, opportunities and threats

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FACTORS IN THE INTERNAL ENVIRONMENT OF ORGANIZATION

A) THAT CAN HELP TO ACHIVE ORGANIZATIONAL OBJECTIVE –

STRENGTH

B) THAT PREVENT THE ACHIEVEMENT OF ORGANIZATIONAL OBJEKTIVE -

WEAKNESS

FACTORS IN THE EXTERNAL ENVIRONMENT OF ORGANIZATION


OPPURTUNITIES


THREATS

ORGANISATIONAL

OBJECTIVE

SWOT

5. SPECIFIC OBJECTIVES/KEY 5. SPECIFIC OBJECTIVES/KEY PERFORMANCE INDICATORSPERFORMANCE INDICATORS

Short term objectives or key performance Short term objectives or key performance indicators aimed at achieving the strategic indicators aimed at achieving the strategic objectives. Each specific objective or key objectives. Each specific objective or key performance indicator must be “performance indicator must be “SMARTERSMARTER””•SpecificSpecific•MeasurableMeasurable•AttainableAttainable•RealisticRealistic•Time boundTime bound•ExitingExiting•RewardingRewarding

6. ACTION PLAN6. ACTION PLAN

• Action plan or operation plan Action plan or operation plan (program and activities) is the detail (program and activities) is the detail steps and activities undertaken or steps and activities undertaken or implemented to achieve the strategic implemented to achieve the strategic objectivesobjectives

7. EVALUATION7. EVALUATION

• Each activity implemented in the action plan Each activity implemented in the action plan needs to be evaluated to asses its needs to be evaluated to asses its performance or contribution towards the performance or contribution towards the specific objectivesspecific objectives

• Positive outcome contributes to specific Positive outcome contributes to specific objectives and realization of visionobjectives and realization of vision

• Each action undertaken within the action plan Each action undertaken within the action plan contributes towards the realization of visioncontributes towards the realization of vision

• Corrective and contingency actions needs to Corrective and contingency actions needs to be taken when performance is not in line with be taken when performance is not in line with targeted performance.targeted performance.

BENEFITS OF SP IN EDUCATIONBENEFITS OF SP IN EDUCATION• SP is a strategic and systematic instrument to SP is a strategic and systematic instrument to

understand the pressure and changes on understand the pressure and changes on future environmentfuture environment

• SP promotes visionary leadershipSP promotes visionary leadership• SP makes management more proactive to SP makes management more proactive to

undertake actions and initiatives designed to undertake actions and initiatives designed to handle new situations effectively and handle new situations effectively and undertake strategies to involve staff to undertake strategies to involve staff to participate in the organizational strategic participate in the organizational strategic futurefuture

• SP promotes efficient management of time, SP promotes efficient management of time, management of pressure and conflictmanagement of pressure and conflict

• SP prepares organization to “managing SP prepares organization to “managing change” systematically within the internal change” systematically within the internal and external environmentand external environment

……BENEFITS OF SP IN BENEFITS OF SP IN EDUCATIONEDUCATION

• SP process involves all members of the SP process involves all members of the institution, it reduces pressure and institution, it reduces pressure and resistance (within members) to changeresistance (within members) to change

• SP generates teamwork, commitment, SP generates teamwork, commitment, motivation, institutional harmony by motivation, institutional harmony by understanding and commitment to one visionunderstanding and commitment to one vision

• SP eliminates duplication in duty and SP eliminates duplication in duty and authority which is detrimental to the authority which is detrimental to the organization systemorganization system

• SP is part of the overall institutional SP is part of the overall institutional performance monitoring systemperformance monitoring system

• SP is about decision making. Decision made SP is about decision making. Decision made today has important bearing on the future. today has important bearing on the future.

3. 3. STRATEGISTRATEGIC C PLANNING PLANNING PROCESSPROCESS

3. STRATEGIC PLANNING 3. STRATEGIC PLANNING PROCESSPROCESS

1)1) Internal Internal environment environment

2)2) External general External general environment environment

3)3) External education External education environmentenvironment

4)4) Identifying Identifying strategiesstrategies

5)5) Selection of Selection of strategiesstrategies

6)6) Key performance Key performance indicatorsindicators

7)7) Implementation Implementation of strategiesof strategies

8)8) Monitoring and Monitoring and evaluationevaluation

9)9) FeedbackFeedback10)10)ContingenciesContingencies

1. Internal Environment 1. Internal Environment AnalysisAnalysis• Gather and analyze institutional data Gather and analyze institutional data

and informationand information

• Objective: Identify strength and Objective: Identify strength and weaknessesweaknesses

• Data includes basic data enrolment, Data includes basic data enrolment, teachers, teachers and students teachers, teachers and students backgrounds, academic achievement, backgrounds, academic achievement, discipline, facilities, leadership etc.discipline, facilities, leadership etc.

2. External General 2. External General Environment (PEST) AnalysisEnvironment (PEST) Analysis

• Analyze external environment, trends and its impact Analyze external environment, trends and its impact on education (global, regional and national trends).on education (global, regional and national trends).

• Objective: Identify current and future opportunities Objective: Identify current and future opportunities and threats.and threats.

1.1. Economy (national, regional and global trends, Economy (national, regional and global trends, resource allocation, industry trends, curriculum, resource allocation, industry trends, curriculum, teachers, focus, emphasis, finance, etc) teachers, focus, emphasis, finance, etc)

2.2. Politics (current and future policy, governance, laws)Politics (current and future policy, governance, laws)3.3. Technology (education technology trends)Technology (education technology trends)4.4. Socio-cultural ( population backgrounds, culture, Socio-cultural ( population backgrounds, culture,

values)values)5.5. Ecology (sensitivity on the environment) Ecology (sensitivity on the environment)

3. External Educational 3. External Educational Environment AnalysisEnvironment Analysis

1.1. Client: Clientele analysis to identify Client: Clientele analysis to identify opportunities and threats. Students opportunities and threats. Students are major clients, therefore must be are major clients, therefore must be able to satisfy students needs and able to satisfy students needs and wants or risk loosing students.wants or risk loosing students.

2.2. Competitors: are threats to Competitors: are threats to organisation, therefore must have organisation, therefore must have advantages over competitors or risk advantages over competitors or risk loosing students to competitors.loosing students to competitors.

4. Identifying Strategies4. Identifying Strategies

• Strategies identified based on Strategies identified based on internal and external analisis (SWOT internal and external analisis (SWOT analisis)analisis)

5. Selection of Strategies5. Selection of Strategies

• Decides among alternative Decides among alternative strategies, strategies that can fulfill strategies, strategies that can fulfill the organizational objectivesthe organizational objectives

• Employ several techniques:Employ several techniques:

SWOT Matrix, Matrix market share, SWOT Matrix, Matrix market share, industrial growth: Boston Consulting industrial growth: Boston Consulting Group Model, (BCG Matrix), General Group Model, (BCG Matrix), General Electric Model (GE)Electric Model (GE)

6. Key Performance 6. Key Performance IndicatorIndicator

• Identify key performance indicators Identify key performance indicators for each strategyfor each strategy

• Periodic IndicatorsPeriodic Indicators

1.1. Financial performanceFinancial performance

2.2. Customer knowledgeCustomer knowledge

3.3. Internal business processesInternal business processes

4.4. Learning & growthLearning & growth

7. Implementation 7. Implementation StrategiesStrategiesTime table of implementationTime table of implementation• Date: from when to whenDate: from when to when• Strategy: FormStrategy: Form• Program: eg coursesProgram: eg courses• Objective: must be SMARTER (specific. Objective: must be SMARTER (specific.

measurable, achievable, realistic, timely, measurable, achievable, realistic, timely, exiting and rewarding)exiting and rewarding)

• Sources: finance, human resource, toolsSources: finance, human resource, tools• Responsibility: who is involved?Responsibility: who is involved?• Accountability: who is accountable?Accountability: who is accountable?

8. Monitoring and 8. Monitoring and EvaluationEvaluation

1.1. What to measure :Quantitative (pre What to measure :Quantitative (pre and post), Qualitative (at the end of and post), Qualitative (at the end of implementation)implementation)

2.2. Performance standardPerformance standard

3.3. Measurement of actual performanceMeasurement of actual performance

4.4. Comparing performance and Comparing performance and standardstandard

5.5. Undertake corrective actionUndertake corrective action

1. Strategic plan consistent with 1. Strategic plan consistent with

• organizational objective, missionorganizational objective, mission

• In line with internal and external In line with internal and external environmentenvironment

2. Strategic plan in line with2. Strategic plan in line with

• Expertise/ resourceExpertise/ resource

• RiskRisk

• Time table Time table

3. Implementation 3. Implementation

• Supported or resented by staff Supported or resented by staff

9. Feedback

Alternative plans that can be put into Alternative plans that can be put into effect if certain key events do not effect if certain key events do not occur as expectedoccur as expected

10.Contingency Planning

Strategy Review, Evaluation,Strategy Review, Evaluation,& Control& Control

• Why SP Fails?Why SP Fails?– Misjudgment of Relevant FactorsMisjudgment of Relevant Factors– No CommitmentNo Commitment– Lack in Resource AllocationLack in Resource Allocation– Lack of MonitoringLack of Monitoring– Ineffective in CommunicationIneffective in Communication– Change in Leadership and ManagementChange in Leadership and Management– Cannot Cope with ChangesCannot Cope with Changes– Unpredicted CircumstancesUnpredicted Circumstances

LET’S GO INTOLET’S GO INTO

DETAILDETAIL

Next weekNext week

•What is Vision, Mission & Strategy? What is Vision, Mission & Strategy?

•What is strategy and strategic What is strategy and strategic planning?planning?

•What is SWOT?What is SWOT?

STRATEGIC PLANNING

4444

•A concrete word of what the A concrete word of what the organization intends ultimately to organization intends ultimately to become by some defined future time, become by some defined future time, so as to provide a basis for so as to provide a basis for formulating strategies and objectivesformulating strategies and objectives

VISION

4545

•The core purpose of our organization – its The core purpose of our organization – its express why the organization exists!express why the organization exists!

MISSION

4646

•Is the determination of the basic Is the determination of the basic long-term goals and objectives of long-term goals and objectives of an enterprise and adoption of an enterprise and adoption of courses of action and allocation of courses of action and allocation of resources for carrying out these resources for carrying out these goals.goals.

STRATEGY

Continued 4747

• ““Strategos” - referred to a military Strategos” - referred to a military commander during the age of Athenian commander during the age of Athenian DemocracyDemocracy

• It is an umbrella plan encompassing a It is an umbrella plan encompassing a number of smaller plans for some number of smaller plans for some objective.objective.

• A strategy is an overall approach, based A strategy is an overall approach, based on an understanding of the broader on an understanding of the broader context in which you function, your context in which you function, your strength and weaknesses, and the strength and weaknesses, and the problem you attempting to addressproblem you attempting to address

STRATEGY

Continued4848

•A strategy gives you a framework A strategy gives you a framework within which to work, clarifies what you within which to work, clarifies what you are trying to achieve and the approach are trying to achieve and the approach you intend to use.you intend to use.

• It does not spell out specific activities.It does not spell out specific activities.

•Strategies are the key elements of Strategies are the key elements of change that need to be addressed to change that need to be addressed to drive the organization towards its drive the organization towards its vision.vision.

4949

• A means to the ends of an A means to the ends of an organization.organization.

• It requires careful monitoring and It requires careful monitoring and analysis of changes in the analysis of changes in the organization’s external environmentorganization’s external environment

• It takes into account the relationship It takes into account the relationship between the external forces and between the external forces and internal resources.internal resources.

• It involves the determination of the It involves the determination of the long-term mission and objectives of long-term mission and objectives of the organization and prescribes the the organization and prescribes the courses of action needed to achieve courses of action needed to achieve competitive advantage.competitive advantage.

CHARACTERISTICS OF A STRATEGY

5050

• A process of determining organization’s A process of determining organization’s long-term goals and identifying the best long-term goals and identifying the best approach for achieving those goals.approach for achieving those goals.

• It is the overall planning that facilitates It is the overall planning that facilitates the good management of a processthe good management of a process

• It provides you with the big picture of It provides you with the big picture of what you are doing and where you are what you are doing and where you are going.going.

• It gives clarity of what you actually want It gives clarity of what you actually want to achieve and how to achieve it.to achieve and how to achieve it.

WHAT IS STRATEGIC PLANNING?

5151

SP answers the questions of:SP answers the questions of:• Who are we?Who are we?• What capacity do we have and can we do?What capacity do we have and can we do?• What problems are we addressing?What problems are we addressing?• What difference do we want to make?What difference do we want to make?• Which critical issues must we respond to?Which critical issues must we respond to?• Where should we allocate our resources?Where should we allocate our resources?Then, Then, • What should our immediate objective be?What should our immediate objective be?• How should organize ourselves to achieve it?How should organize ourselves to achieve it?• Who will do what and when?Who will do what and when?

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PLANNING FOR STRATEGIC PLANNING

•When do you need to do a SP process?When do you need to do a SP process?

•How often do you need to do a SP How often do you need to do a SP process?process?

•At what point in an organization or At what point in an organization or project cycle do you need to do a SP project cycle do you need to do a SP process?process?

•How long should a SP process be?How long should a SP process be?

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INITIAL VISION

INSTITUTIONALVALUES &

CULTURE

EXTERNAL

ENVIRONMENT ANALYSIS INTERNAL

ENVIRONMENT ANALYSIS CRITICAL SUCCESS

FACTORS

INSTITUTIONAL VISION

MISSION

STRATEGIC OBJECTIVES

SPECIFIC OBJECTIVES/

TACTICAL PLAN/KPI

ACTION PLAN/OPERATIONAL

PLAN

EVALUATION

SWOT ANALYSIS

A PRACTICAL MODEL FOR STRATEGIC MANAGEMENT

• A generation of the strengths, A generation of the strengths, weaknesses, opportunities, and threats weaknesses, opportunities, and threats in relation to a particular objective.in relation to a particular objective.

• To develop suitable strategies and To develop suitable strategies and tacticstactics

• A basis for assessing core capabilities A basis for assessing core capabilities and competencesand competences

• The evidence for, and cultural key to, The evidence for, and cultural key to, changechange

• A stimulus to participation in a group A stimulus to participation in a group experienceexperience

SWOT

Continued5555

STRATEGIC PLANNINGSTRATEGIC PLANNINGIN EDUCATION:IN EDUCATION:

DEVELOPING INSTITUTIONAL DEVELOPING INSTITUTIONAL VISION, MISSION AND VISION, MISSION AND

STRATEGIC OBJECTIVES.STRATEGIC OBJECTIVES.

STRATEGIC PLANNING IN STRATEGIC PLANNING IN EDUCATIONEDUCATION

• Scenario: You are just promoted as a Scenario: You are just promoted as a new school principalnew school principal

• What would you need to do?What would you need to do?

ActionPlan

SpecificObjectives

StrategicObjectives

Mission Vision

How to achieve SpecificObjective

How to achieve StrategicObjective

How to achieve Mission

How to achieve Vision

InstitutionalExcellence

STARTS

INITIAL VISION

PRESENTATION TO STAFF

DEVELOPING INSTITUTIONAL VISION

STRATEGIC PLANNINGMEETINGS

FINAL VISION

ENDS

DEVELOPMENT OF INITIAL DEVELOPMENT OF INITIAL VISIONVISION

• Developed by the managers of the Developed by the managers of the institute (principal, senior assistants and institute (principal, senior assistants and dept heads who are knowledgeable about dept heads who are knowledgeable about the institution).the institution).

• Initial vision serves to generate ideas from Initial vision serves to generate ideas from members of staff.members of staff.

• Initial vision is presented to staff during Initial vision is presented to staff during seminars and meetings to be refined and seminars and meetings to be refined and finalized as institutional visionfinalized as institutional vision

Strategic Planning Strategic Planning Seminars/MeetingSeminars/Meeting

• Discuss, debates, deliberates… initial Discuss, debates, deliberates… initial vision into institutional vision. vision into institutional vision.

• Main factor of deliberation ‘Critical Main factor of deliberation ‘Critical Success Factors’ which includes:Success Factors’ which includes:

Critical Success FactorsCritical Success Factors

• Physical well being of institution (good physical Physical well being of institution (good physical infrastructure and facilities?)infrastructure and facilities?)

• Institutional environment and culture Institutional environment and culture (transactional or transformational work culture?)(transactional or transformational work culture?)

• Community involvement (supportive, Community involvement (supportive, participative in activities? School-community participative in activities? School-community partnership?)partnership?)

• Resources (adequate staff, finance, facilities, Resources (adequate staff, finance, facilities, time?)time?)

• External influence (District/state/MOE, politicians, External influence (District/state/MOE, politicians, media…)media…)

Scanning Institutional Scanning Institutional CultureCulture

? Staff ? Management? Staff ? Management

• Staff: Teamwork spirit? Clear what to do and Staff: Teamwork spirit? Clear what to do and how to do? Practical idea on how to develop how to do? Practical idea on how to develop institution? Ready for change? Appreciated? institution? Ready for change? Appreciated? Good job scheme? Committed?Good job scheme? Committed?

• Management: Two way Management: Two way management/communication exist? management/communication exist? Management ready to share ideas with staff?Management ready to share ideas with staff?

Analysis of Institutional GapAnalysis of Institutional Gap

Analysis to establish the difference Analysis to establish the difference between current status and the between current status and the desired future,desired future,

• Is there a vision?Is there a vision?• Institution capable to achieve vision?Institution capable to achieve vision?• Is there a gap between current status Is there a gap between current status

and vision?and vision?• Steps to narrow this gap? Steps to narrow this gap?

Features of VisionFeatures of Vision• Short, compact, direct and exciting, 25 words. Short, compact, direct and exciting, 25 words.

Easily remembered and develops interest/ Easily remembered and develops interest/ excitement among members of institution.excitement among members of institution.

• WhatWhat to achieve by institution, to achieve by institution, for whomfor whom is the is the impact of this vision (students and school impact of this vision (students and school staff, parents, school board, community and staff, parents, school board, community and stakeholders) stakeholders) when when the vision to be achieved?the vision to be achieved?

• Vision becomes the institutional culture, Vision becomes the institutional culture, embraced by all and translated into believe embraced by all and translated into believe system and action.system and action.

• 2020 Vision statement: Malaysia 2020 Vision statement: Malaysia ((whomwhom) as a fully developed nation ) as a fully developed nation ((whatwhat) by 2020 () by 2020 (whenwhen))

• Serdang Primary School (Serdang Primary School (whomwhom) ) becomes no 1 school in Hulu Langat becomes no 1 school in Hulu Langat District (District (whatwhat) by 2010 () by 2010 (whenwhen))

• …… …….University achieves tier-one .University achieves tier-one university status by ….. university status by …..

DEVELOPING INSTITUTIONAL DEVELOPING INSTITUTIONAL MISSIONMISSION

• VISION is about VISION is about what, who and whenwhat, who and when..

• MISSION is about MISSION is about how how the institution the institution undertake to achieve its vision. Ways undertake to achieve its vision. Ways and means to realize vision.and means to realize vision.

Basic Principles of Mission Basic Principles of Mission DevelopmentDevelopment

• Vision is clear to everyoneVision is clear to everyone• Relates to the needs, wants and Relates to the needs, wants and

satisfaction of clients (students, parents, satisfaction of clients (students, parents, teachers, other staff, community, District, teachers, other staff, community, District, State Education Office and MOE (in line State Education Office and MOE (in line with policy and aspiration or strategic with policy and aspiration or strategic direction)direction)

• In line with institutional function & In line with institutional function & members aware of functionmembers aware of function

• Suitable time frameSuitable time frame• May change within due time. May change within due time.

Features of MissionFeatures of Mission

• Stated in point form – easy to remember Stated in point form – easy to remember by allby all

• Answers ‘how’ to achieve ‘vision’Answers ‘how’ to achieve ‘vision’

• Brief but clear, about 25 wordsBrief but clear, about 25 words

• Becomes part of institutional culture, Becomes part of institutional culture, always being seen and practiced. always being seen and practiced. Accountable to all.Accountable to all.

• Influenced by many factors (internal and Influenced by many factors (internal and external). external).

VISIONVISION “ “Serdang Serdang

Primary Primary School School becomes becomes no 1 no 1 school in school in Hulu Hulu Langat Langat District by District by 2010”2010”

MISSIONMISSION1.1. Ensures Ensures academic academic

performance always performance always excellenceexcellence

2.2. All students involve in All students involve in co-co-curricularcurricular activities activities

3.3. Inculcate excellent Inculcate excellent personality and personality and good good moral moral values in all values in all studentsstudents

4.4. Practice transparent and Practice transparent and accountableaccountable management management

5.5. Provide Provide conducive conducive environment.environment.

DEVELOPING STRATEGIC DEVELOPING STRATEGIC OBJECTIVESOBJECTIVES

• Strategic Objectives: “short term Strategic Objectives: “short term action plans, strategies or tactics to action plans, strategies or tactics to achieve mission”achieve mission”

• What is to be done?What is to be done?

• Period of implementation (when and Period of implementation (when and for how long) for how long)

FEATURES OF STRATEGIC FEATURES OF STRATEGIC OBJECTIVESOBJECTIVES

Strategic objective: Strategic objective: • states what is to be done or undertaken to states what is to be done or undertaken to

acive the stated mission.acive the stated mission.• Requires longer time for implementation Requires longer time for implementation

compared to specific objectivecompared to specific objective• Developed by SWOT or PEST analysisDeveloped by SWOT or PEST analysis• Must be agreed by all involved in strategic Must be agreed by all involved in strategic

planning.planning.• Relevant to the school environment and Relevant to the school environment and

organization.organization.

MISSION: MISSION: 1. Ensures academic 1. Ensures academic performance always excellenceperformance always excellence

STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES1.1.Ensure teachers have sufficient competencies in teaching Ensure teachers have sufficient competencies in teaching and learning (T&L)and learning (T&L)

2.2.Ensure quality T&L process through constant monitoringEnsure quality T&L process through constant monitoring

3.3.Ensure syllabus for examination classes completed before Ensure syllabus for examination classes completed before JuneJune

4.4.Undertake to provide the needed infrastructure required for Undertake to provide the needed infrastructure required for conducive learning environmentconducive learning environment

5.5.Encourage the participation and support of parents and Encourage the participation and support of parents and community for students especially in critical subjects such as community for students especially in critical subjects such as Science and Mathematics.Science and Mathematics.

MISSION: 2. MISSION: 2. Inculcate excellent Inculcate excellent personality and discipline in all personality and discipline in all studentsstudentsSTRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES1.1. Encourage involvement of all students in sports and recreational Encourage involvement of all students in sports and recreational

activities to ensure they acquire time management skillsactivities to ensure they acquire time management skills

2.2. Ensure a variety of exposition, campaigns and exhibitions are Ensure a variety of exposition, campaigns and exhibitions are organized to develop students personalityorganized to develop students personality

3.3. To organize religious programs to develop students personality.To organize religious programs to develop students personality.

4.4. Ensure programs on guidance and counseling are efficiently Ensure programs on guidance and counseling are efficiently organized.organized.

5.5. Develop personality and character among students through Develop personality and character among students through discussions and dialog sessions between school, parents and discussions and dialog sessions between school, parents and community.community.


ANALYSIS OF INTERNAL AND ANALYSIS OF INTERNAL AND EXTERNAL ENVIRONMENTS – EXTERNAL ENVIRONMENTS –

SELECTING STRATEGIC SELECTING STRATEGIC OBJECTIVESOBJECTIVES

ANALYSIS OF INTERNAL ANALYSIS OF INTERNAL AND EXTERNAL AND EXTERNAL

ENVORONMENTSENVORONMENTSWhy SWOT analysis is widely knownWhy SWOT analysis is widely known• The technique is simple and readily The technique is simple and readily

available to managersavailable to managers• The SWOT model is simple, flexible and The SWOT model is simple, flexible and

appropriateappropriate• SWOT model structure is accommodative SWOT model structure is accommodative

to qualitative and quantitative information to qualitative and quantitative information

Piercy, N. and Giles, W. (1989). ‘Making SWOT analysis work’, Piercy, N. and Giles, W. (1989). ‘Making SWOT analysis work’, Marketing Intelligence and Planning. Marketing Intelligence and Planning. Vol 7(5/6):5-7 Vol 7(5/6):5-7

ANALYSIS OF INTERNAL ANALYSIS OF INTERNAL AND EXTERNAL AND EXTERNAL

ENVORONMENTSENVORONMENTSSWOT analysisSWOT analysis• Strengths (internal organizational factor)Strengths (internal organizational factor)• Weaknesses (internal organizational factor)Weaknesses (internal organizational factor)• Opportunities (external organizational factor)Opportunities (external organizational factor)• Threats (Challenges) (external organizational Threats (Challenges) (external organizational

factor)factor)• Analysis requires all Strengths, Weaknesses, Analysis requires all Strengths, Weaknesses,

Opportunities and Threats be listed in a matrixOpportunities and Threats be listed in a matrix• Matrix is analyzed to generate and select Matrix is analyzed to generate and select

strategies for implementation.strategies for implementation.

Strength and WeaknessStrength and Weakness

• Strength: Ability or potential which Strength: Ability or potential which can be used by the institution to can be used by the institution to achieve its objectives (expertise of achieve its objectives (expertise of teachers, adequate physical teachers, adequate physical infrastructure and facilities)infrastructure and facilities)

• Weakness: impediment, deficit, Weakness: impediment, deficit, inability …which will impede the inability …which will impede the achievement of objectiveachievement of objective

Opportunities and ThreatsOpportunities and Threats

• Opportunities are situations which Opportunities are situations which are advantageous to the institutions are advantageous to the institutions business (increase demand for business (increase demand for education service) education service)

• Threats are situations which Threats are situations which potentially harm the institutions potentially harm the institutions business (strong competition from business (strong competition from other institutions)other institutions)

Listing procedures to identify Listing procedures to identify Strengths, Weaknesses, Opportunities Strengths, Weaknesses, Opportunities

and Threatsand Threats

• Brainstorming sessionsBrainstorming sessions

• QuestionnairesQuestionnaires

• ObservationsObservations

• Environmental scanningEnvironmental scanning

• Ishikawa ‘Fish Bone’ DiagramIshikawa ‘Fish Bone’ Diagram

8181

FACTORS IN THE INTERNAL ENVIRONMENT OF ORGANIZATION


STRENGTH


WEAKNESS

FACTORS IN THE EXTERNAL ENVIRONMENT OF ORGANIZATION


OPPURTUNITIES


THREATS

ORGANISATIONAL

OBJECTIVE

SWOT

SWOT TableSWOT Table

Strengts (S)Strengts (S)

•

•

•

Weaknesses (W)Weaknesses (W)

•

•

•

Threats (T)Threats (T)

•

•

•

Opportunities (O)Opportunities (O)

•

•

•

Guide to Internal Guide to Internal Organizational Factor Organizational Factor (dimension) Analysis(dimension) Analysis

FactorsFactors

• Capital and financial positionCapital and financial position

• BudgetBudget

• Human resourceHuman resource

• Management Management

• Institutional cultureInstitutional culture

Guide to Internal Guide to Internal Organizational Factor Organizational Factor (dimension) Analysis(dimension) Analysis

• Staff ability or Staff ability or competencycompetency

• Leadership and Leadership and management stylemanagement style

• Infrastructure and Infrastructure and facilities availablefacilities available

• Existing programsExisting programs• Organizational cultureOrganizational culture• Interpersonal Interpersonal

communicationcommunication• Staff attitude and Staff attitude and

motivationmotivation

• Each item, (strength Each item, (strength or weakness) must be or weakness) must be listed and be ranked listed and be ranked (allocated a score) (allocated a score) based on consensual based on consensual evaluation.evaluation.

Guide to External Guide to External Organizational Factor Organizational Factor (dimension) Analysis(dimension) Analysis

• Political environmentPolitical environment• Economic environmentEconomic environment• Technological levelTechnological level• Government policyGovernment policy• Community believe Community believe

systemsystem• Community culture Community culture • Societal expectationSocietal expectation• Social environmentSocial environment• Market conditionMarket condition

• Each item, Each item, (oppurtunity or threat) (oppurtunity or threat) must be listed and be must be listed and be ranked (allocated a ranked (allocated a score) based on score) based on consensual evaluation.consensual evaluation.

GENERATING STRATEGIESGENERATING STRATEGIES

• Strategy: A systematic framework of Strategy: A systematic framework of activities or programs designed to activities or programs designed to achieve the strategic objectivesachieve the strategic objectives

• SWOT analysis is a process of generating SWOT analysis is a process of generating strategies by matching opportunities and strategies by matching opportunities and threats in the external environment with threats in the external environment with competencies within the internal competencies within the internal environment (strengths and weaknesses)environment (strengths and weaknesses)

• SWOT analysis generates four types of SWOT analysis generates four types of strategies: SO, WO, ST and WTstrategies: SO, WO, ST and WT

Internal EnvInternal Env

External Env.External Env.

Strengths – Strengths – SS

List StrengthsList Strengths

Weaknesses – Weaknesses – WW

List WeaknessesList Weaknesses

Opportunities – Opportunities – OO

List OpportunitiesList Opportunities

SOSO StrategiesStrategies

Use strengths to Use strengths to take advantage of take advantage of

opportunitiesopportunities

WOWO StrategiesStrategies

Overcoming Overcoming weaknesses by weaknesses by

taking advantage of taking advantage of opportunitiesopportunities

Threats – Threats – TT

List ThreatsList Threats

STST StrategiesStrategies

Use strengths to Use strengths to avoid threatsavoid threats

WTWT StrategiesStrategies

Minimize weaknesses Minimize weaknesses

and avoid threatsand avoid threats

INTERNAL ENVIRONMENTINTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT

STRENGTHSSTRENGTHS

•Students are Students are academically excellentacademically excellent

WEAKNESSWEAKNESS

•Students have poor Students have poor disciplinediscipline

THREATSTHREATS

•Numerous cyber cafes Numerous cyber cafes in school surroundingin school surrounding

STST Strategies: Use Strategies: Use strengths to avoid strengths to avoid threatsthreats

Strategy: Establish Strategy: Establish multimedia network in multimedia network in the school co-op.the school co-op.

WT WT Strategies: Minimize Strategies: Minimize weaknesses and avoid weaknesses and avoid threatsthreats

Strategy: Organize extra Strategy: Organize extra religious/moral classes religious/moral classes at suitable time.at suitable time.

OPPURTUNITIESOPPURTUNITIES

•Parents are highly Parents are highly educatededucated

SOSO Strategies: Use Strategies: Use strengths to take strengths to take advantage of advantage of opportunities. Strategy: opportunities. Strategy: Enlist parental Enlist parental cooperation to organize cooperation to organize extra classesextra classes

WOWO Strategies: Strategies: Overcoming weaknesses Overcoming weaknesses by taking advantage of by taking advantage of opportunitiesopportunities

Strategy: Organize a Strategy: Organize a series of student series of student motivation seminars by motivation seminars by parents.parents.

GENERATING STRATEGIESGENERATING STRATEGIES

• Based on SO, WO, ST and WT types of Based on SO, WO, ST and WT types of strategies, Four main catagories of strategies, Four main catagories of strategies can be developed.strategies can be developed.

1.1. Growth strategyGrowth strategy2.2. Continuous Growth Strategy Continuous Growth Strategy 3.3. Recovery StrategyRecovery Strategy4.4. Combination StrategyCombination Strategy

SWOT ANALYSIS AND STRATEGY SWOT ANALYSIS AND STRATEGY SELECTIONSELECTION

1.1. Growth Strategy Growth Strategy is supported when strengths outweigh is supported when strengths outweigh weaknesses, opportunity outweigh threatsweaknesses, opportunity outweigh threats

2.2. Maintenance strategy Maintenance strategy is supported when strength is supported when strength outweigh weaknesses, threats outweigh opportunityoutweigh weaknesses, threats outweigh opportunity

3.3. Harvest strategy Harvest strategy is supported when weaknesses is supported when weaknesses outweigh strengths, opportunity outweigh threats outweigh strengths, opportunity outweigh threats

4.4. Retrenchment strategy Retrenchment strategy is supported when weaknesses is supported when weaknesses outweigh strengths, threats outweigh opportunityoutweigh strengths, threats outweigh opportunity

Sherman, Rowley and Armandi (2007). Developing Strategic profile: Pre-Sherman, Rowley and Armandi (2007). Developing Strategic profile: Pre-Planning Phase of Strategic Management, Planning Phase of Strategic Management, Business Strategy Series. Business Strategy Series. Vol Vol 8(3):162-1718(3):162-171

Growth StrategyGrowth Strategy

Employed when the institution aims to Employed when the institution aims to increase growth or performance in selected increase growth or performance in selected areas where the qualifying conditions are;areas where the qualifying conditions are;

• There is a long term confidenceThere is a long term confidence• Low riskLow risk• Current performance is strongCurrent performance is strong• MonopolyMonopoly• Increase motivation and incentive based Increase motivation and incentive based

on performanceon performance

Continuous Growth StrategyContinuous Growth Strategy

Employed when the institution aims to Employed when the institution aims to maintain present growth or performance in maintain present growth or performance in selected areas where the qualifying selected areas where the qualifying conditions are;conditions are;

• Institutional performance level is excellentInstitutional performance level is excellent

• Requires minimum changesRequires minimum changes

• Absence of threats to current positionAbsence of threats to current position

• Lack of finance and other resourcesLack of finance and other resources

• Low risk cultureLow risk culture

Recovery StrategyRecovery Strategy

Employed when the institution aims to arrest, Employed when the institution aims to arrest, recover or improve from poor performance and recover or improve from poor performance and establish stability in selected areas where the establish stability in selected areas where the qualifying conditions are;qualifying conditions are;

• Institution is under critical condition and requires Institution is under critical condition and requires urgent action to return to normalurgent action to return to normal

• Limited options available to correct situationLimited options available to correct situation

• Institution is ‘ready’ to change Institution is ‘ready’ to change

• Strategy also includes downsizing, liquidation or Strategy also includes downsizing, liquidation or closing.closing.

Combination StrategyCombination Strategy

• Suitable for big institution with many Suitable for big institution with many departments, each employing their departments, each employing their own mix of strategies at the same own mix of strategies at the same timetime

• Small institution uses different Small institution uses different categories of strategies at different categories of strategies at different time depending on needs.time depending on needs.

Criteria for selecting Criteria for selecting StrategiesStrategies• Key considerationsKey considerations1.1. What is the desired outcome?What is the desired outcome?2.2. What is the strengths and What is the strengths and

weaknesses of the institution that weaknesses of the institution that relates to the strategy?relates to the strategy?

3.3. What is the opportunity to be What is the opportunity to be exploitedexploited

4.4. What is the threat needed to be What is the threat needed to be minimized?minimized?

……Criteria for selecting Criteria for selecting StrategiesStrategies• Key considerationsKey considerations

1.1. What are the resources needed for What are the resources needed for the implementation of the strategy?the implementation of the strategy?

2.2. What are the resources needed to be What are the resources needed to be expanded for the implementation ?expanded for the implementation ?

3.3. What are the risks?What are the risks?

4.4. What is plan ‘B’? Contingency plan.What is plan ‘B’? Contingency plan.

Competency or skills Needed Competency or skills Needed In Implementing Strategy In Implementing Strategy

• Interacting skill (managing people during Interacting skill (managing people during implementation)implementation)

• Allocating skill (ability to make available Allocating skill (ability to make available required and sufficient resources eg. work required and sufficient resources eg. work schedule, procedures, budget, human schedule, procedures, budget, human resource allocation.. etc)resource allocation.. etc)

• Monitoring skill (skill for gathering and Monitoring skill (skill for gathering and analysis information and feedback to analysis information and feedback to evaluate achievement)evaluate achievement)

• Organizing (developing internal and external Organizing (developing internal and external network for successful implementation)network for successful implementation)


GENERATING SPECIFIC GENERATING SPECIFIC OBJECTIVES FOROBJECTIVES FOR

STRATEGIC OBJECTIVES STRATEGIC OBJECTIVES

SPECIFIC OBJECTIVESSPECIFIC OBJECTIVES

Definition of Specific ObjectivesDefinition of Specific Objectives

• Specific steps designed to achieve Specific steps designed to achieve strategic objectives (how to achieve strategic objectives (how to achieve the strategic or long term objectives) the strategic or long term objectives) oror

• Short term Short term tactical plans tactical plans designed to designed to achieve strategic objectives orachieve strategic objectives or

• Key Performance Key Performance indicators indicators

SPECIFIC OBJECTIVES/ SPECIFIC OBJECTIVES/ TACTICAL PLANS/ KEY TACTICAL PLANS/ KEY

PERFORMANCE INDICATORSPERFORMANCE INDICATORS Short term objectives, tactical plans or key Short term objectives, tactical plans or key

performance indicators are aimed at achieving performance indicators are aimed at achieving the strategic objectives. Each specific objective or the strategic objectives. Each specific objective or key performance indicator must be “SMARTER”key performance indicator must be “SMARTER”

• SpecificSpecific• MeasurableMeasurable• AttainableAttainable• RealisticRealistic• Time boundTime bound• ExitingExiting• RewardingRewarding



MISSIONMISSION1.1. Ensures academic Ensures academic


2.2. All students involve in co-All students involve in co-curricular activitiescurricular activities

3.3. Inculcate excellent Inculcate excellent personality and good personality and good moral values in all moral values in all studentsstudents

4.4. Practice transparent and Practice transparent and accountable managementaccountable management

5.5. Provide conducive Provide conducive environment.environment.

VISION VISION “Serdang Primary School becomes “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010”no 1 school in Hulu Langat District by 2010”




3.3. Inculcate excellent Inculcate excellent personality and good moral personality and good moral values in all studentsvalues in all students

4.4. Ensures teachers and staff Ensures teachers and staff are motivated and are motivated and professionalprofessional



STRATEGIC OBJECTIVESTRATEGIC OBJECTIVE• Ensure teachers posses Ensure teachers posses

sufficient teaching and sufficient teaching and learning skillslearning skills

SPECIFIC OBJECTIVESPECIFIC OBJECTIVE• By end of December 2003, By end of December 2003,

all teachers have attended all teachers have attended at least one teaching and at least one teaching and learning course learning course

Each specific objective or key Each specific objective or key performance indicator must be performance indicator must be

“SMARTER”“SMARTER”

• SpecificSpecific• MeasurableMeasurable• AttainableAttainable• RealisticRealistic• Time boundTime bound• ExitingExiting• RewardingRewarding

Teaching and learning Teaching and learning coursecourse

All teachersAll teachersAt least onceAt least onceTeachers can attendTeachers can attend By end of December 2003By end of December 2003Exiting to teachersExiting to teachersCourse rewarding to Course rewarding to

teachers teaching and teachers teaching and learning skillslearning skills

SPECIFIC OBJECTIVES (SO)SPECIFIC OBJECTIVES (SO)

• As specific objectives are short term plans, As specific objectives are short term plans, several specific objectives may be needed for several specific objectives may be needed for one strategic objectiveone strategic objective

• Development of specific objectives requires Development of specific objectives requires participation of teachers and staffs to ensure participation of teachers and staffs to ensure effective implementation towards the desired effective implementation towards the desired outcomeoutcome

• A specific objective is considered complete, A specific objective is considered complete, once it is implemented and evaluatedonce it is implemented and evaluated

• Implementation of SO lead to the Implementation of SO lead to the achievement of Strategic Objective, Mission achievement of Strategic Objective, Mission and Vision and Vision

EXAMPLES OF SPECIFIC EXAMPLES OF SPECIFIC OBJECTIVES (SO)OBJECTIVES (SO)

1. CURRICULLUM1. CURRICULLUM• By end of June 2003, all departments have By end of June 2003, all departments have

prepared action plans to improve current year prepared action plans to improve current year performanceperformance

• By end of September 2003, all examination class By end of September 2003, all examination class students have attended two motivational sessionsstudents have attended two motivational sessions

• By end of December 2003, all teachers teaching By end of December 2003, all teachers teaching sessions have been observed at least oncesessions have been observed at least once

• Resource centre is supplied with 500 books on Resource centre is supplied with 500 books on past years examination questions by end of 2003past years examination questions by end of 2003

• All science labs are fully equipped with apparatus All science labs are fully equipped with apparatus needed for effective teaching before school needed for effective teaching before school session starts.session starts.


2. STUDENTS DISCIPLINE 2. STUDENTS DISCIPLINE • Misbehavior cases to be reduced by 10% by end of Misbehavior cases to be reduced by 10% by end of

June 2003, after mentor-mentee program is June 2003, after mentor-mentee program is implementedimplemented

• All students will greet friends and teachers after All students will greet friends and teachers after attending personnel development course in August attending personnel development course in August 20032003

• By end of July 2004, 100% year 9 students will not By end of July 2004, 100% year 9 students will not encounter disciplinary problemsencounter disciplinary problems

• By end of December 2004, number of cases of By end of December 2004, number of cases of afternoon session students skipping class will be afternoon session students skipping class will be reduced to 2% reduced to 2%


3. MANAGEMENT AND ADMINISTRATION3. MANAGEMENT AND ADMINISTRATION• By end of April 2004, administration office to be supplied By end of April 2004, administration office to be supplied

with 4 computers for efficient administrationwith 4 computers for efficient administration• All support staff have attended computer course at least All support staff have attended computer course at least

once by end of 2004once by end of 2004• Registration of new students using on-line system from Registration of new students using on-line system from

2005 school session2005 school session• By the end of April 2004, 100% year 9 students have paid By the end of April 2004, 100% year 9 students have paid

PMR examination fees to their respective form teachersPMR examination fees to their respective form teachers• By the end of December 2004, cases of late attendance by By the end of December 2004, cases of late attendance by

afternoon session students is reduced by 1% every month.afternoon session students is reduced by 1% every month.

STRATEGIC PLANNINGSTRATEGIC PLANNING

IN EDUCATION:IN EDUCATION:

GENERATING ACTION PLANS FOR GENERATING ACTION PLANS FOR SPECIFIC OBJECTIVESSPECIFIC OBJECTIVES






3.3. Inculcate excellent Inculcate excellent personality and good personality and good moral values in all moral values in all studentsstudents



VISION VISION “Serdang Primary School becomes “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010”no 1 school in Hulu Langat District by 2010”




3.3. Inculcate excellent Inculcate excellent personality and good moral personality and good moral values in all studentsvalues in all students

4.4. Ensures teachers and staff Ensures teachers and staff are motivated and are motivated and professional professional



STRATEGIC OBJECTIVESTRATEGIC OBJECTIVE• Ensure teachers posses Ensure teachers posses

sufficient teaching and sufficient teaching and learning skillslearning skills

SPECIFIC OBJECTIVESPECIFIC OBJECTIVE• By end of December 2003, all By end of December 2003, all

teachers have attended at teachers have attended at least one teaching and least one teaching and learning course learning course

ACTION PLANSACTION PLANS

ACTION PLANSACTION PLANS

• Last step in strategic planLast step in strategic plan

• Detail plan or action to be Detail plan or action to be implemented and monitored to implemented and monitored to ensure specific objective is achievedensure specific objective is achieved

• Action plan normally made up of 8 Action plan normally made up of 8 components components

COMPONENTS OF ACTION COMPONENTS OF ACTION PLANPLAN

1.1. Activity numberActivity number

2.2. Activity Activity description description

3.3. Person designated Person designated for responsibilityfor responsibility

4.4. Estimated costEstimated cost

5.5. Expected date of Expected date of implementationimplementation

6.6. Actual date of Actual date of implementationimplementation

7.7. Success indicatorsSuccess indicators

8.8. Implementation Implementation notes and notes and comments.comments.

STUDENTS AFFAIRS STRATEGIC PLAN: ACTION PLANSTUDENTS AFFAIRS STRATEGIC PLAN: ACTION PLANStrategic Objective: Ensure all students obey school rulesStrategic Objective: Ensure all students obey school rules

Specific Objective: By end of Sept 2003, all students will fully Specific Objective: By end of Sept 2003, all students will fully obey school rules. obey school rules.

NoNo Description of Description of ActivityActivity

Responsi-Responsi-bilitybility

CostCost

(RM)(RM)Exp. Exp. datedate

Imp. Imp. datedate

Performance Performance indicatorsindicators

NotesNotes

1.1. Preparing Preparing school rules school rules bookbook

DisciplinarDisciplinary y committecommitteee

300.00300.00 All All yearyear

All All yearyear

All students have All students have school rule bookschool rule book

2.2. School rules School rules campaigncampaign

Class Class monitors monitors & prefects& prefects

-- All All yearyear

All All yearyear

Students behavior Students behavior conform to school conform to school rulesrules

3.3. ““5 minutes 5 minutes enculturation enculturation of discipline” of discipline” prog.prog.

All All teachersteachers

-- First First school school periodperiod

All All yearyear

Strengthening Strengthening disciplinary disciplinary implementationimplementation

4.4. Monitoring Monitoring disciplinediscipline

Teachers Teachers on dutyon duty

-- All All yearyear

All All yearyear

Disciplined Disciplined studentsstudents

STUDENTS AFFAIRS STRATEGIC PLAN: ACTION PELANSTUDENTS AFFAIRS STRATEGIC PLAN: ACTION PELANStrategic Objective: Teachers as role modelsStrategic Objective: Teachers as role models

Specific Objective: By end of Sept 2003, all students will Specific Objective: By end of Sept 2003, all students will behave based on teachers as role models. behave based on teachers as role models.

NoNo Description of Description of ActivityActivity

Responsi-Responsi-bilitybility

CostCost

(RM)(RM)Exp. Exp. datedate

Imp. Imp. datedate

Performance Performance indicatorsindicators

NotesNotes

1.1. Arrive at Arrive at school early school early

All All teachersteachers

-- All All yearyear

All All yearyear

No latecomersNo latecomers

2.2. Smartly Smartly attiredattired

All All teachers teachers and and support support staffsstaffs

-- All All yearyear

All All yearyear

Students are Students are smartly attiredsmartly attired

3.3. Read books at Read books at free timefree time

All All teachers teachers

-- All All yearyear

All All yearyear

Students read Students read books at free timebooks at free time

No of books No of books borrowed borrowed increasedincreased

4.4. Friendly and Friendly and greets othersgreets others

All All teachers teachers and and support support staffs staffs

-- All All yearyear

All All yearyear

Students greets Students greets teachers and teachers and friendsfriends

Final ReminderFinal ReminderDuring the planning process, avoid these During the planning process, avoid these common errors:common errors:

1.1.Planning the detail before the direction Planning the detail before the direction is setis set

2.2.Plans without ownersPlans without owners

3.3.Solution without measurable resultsSolution without measurable results

4.4.Action without scheduleAction without schedule

5.5.Leaving intended action out of the planLeaving intended action out of the plan

6.6. Including actions that is not Including actions that is not intended to pursueintended to pursue

7.7. Allowing personality to obscure Allowing personality to obscure processprocess

8.8. ““Telling” when “asking” is the way Telling” when “asking” is the way to ensure commitmentto ensure commitment

9.9. ““Asking” when answer is already Asking” when answer is already been providedbeen provided

10.10.Assuming that what is unspoken is Assuming that what is unspoken is understood. understood.

SPE PROJECT WORKSPE PROJECT WORK

Develop a strategic plan for Develop a strategic plan for your school,your school,

How?How?

No Content Full Mark Achievement1. Introduction (Cover, Title, Table of Content,

Introduction to institution) 10

2. Internal Environment: a) Strength 10a) Weaknesses 10

3 External Environment:a) Threat 10a) Weaknesses 10

4 Vision and mission 105 Strategic objective (at least 4) 206 Specific objective ( just one) 107 Action Plan (just one) 10

Total 100Mark 40

TERIMA KASIH120120

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