STRATEGIC PLANNING Execution Vision without execution is hallucination

STRATEGIC PLANNING

Execution “Vision without execution is hallucination. ” -Thomas Edison

Education and Training Boards Act 2013 § The CE must submit a Strategy Statement to the board for adoption for an initial 5 -year period and in every 5 th year thereafter § The CE must submit the adopted Strategy Statement to: üMinister üBOMs of schools and centres üPublish on the internet üAnnual Service Plan will act as the performance framework. STRATEGY STATEMENT

Why a strategic plan? A strategic plan is a proven management tool that provides guidance in fulfilling a mission with maximum efficiency and impact. This tool can be used to fulfill the terms of our Strategy Statement

Origin of Strategic Planning 14 th Century : Military Origin

History of Strategic Planning 14 th Century : Military Origin 20 th Century : Adoption in the business world 1980 s : Adoption by Public Section initially in UK 1980 s : Adoption at Ministerial Level initially eventually leading to VECs publishing individual Education Plans in 2005/6 and ETBs currently publishing their first Strategy Statement.

Traditional Planning versus Strategic Planning Input-oriented Result-oriented Technocratic Participatory Neutral Mobilization Instrumentation Rigid Implementation Flexible Implementation Routine-based Change-oriented Compliance monitoring Performance monitoring Emphasis on the plan document Emphasis on plan implementation

Important Terms in strategic planning process • Vision : Broad aspirational Statement giving a purpose to organisation • Mission : is what you are there to do, cornerstone of plan • Strategy : Plan of action articulating specific goals, describing specific action steps • Goals : Specific target or end result, a measure of change • Strategic Plan must be reviewed 3 – 5 years

Benefits of Strategic Planning • Provides a clearly defined direction • Promotes proactivity, buy in, ownership and commitment. • Involves internal and external stakeholders and advocacy • Promotes stability over time • Sets priority for resource allocation, prevents disenfranchised staff. • Keeps ETBs dynamic and better prepared to evolve with changes

Results of Poor Planning Process q Disillusioned stakeholders q Poor use of resources q Failed and/or negative reviews

General Principles • There is no one absolute process and there is no perfect plan • There are specific principles and recommended steps • Should be treated as an ongoing process • Must evolve and change as the environment changes • Must reflect the vision, mission, and values of the ETB

ETB Strategic Planning Process • • Strategic planning should be a collective learning experience. • Communicate to individual staff in order to create synergy and ensure individual efforts are directed towards achieving organisation goals. • • Capacity development to meet future needs is imperative ETBs must decentralise and devolve responsibility and hold accountable all levels of management to achieve stated goals. Main result is not the plan but the implementation

Achievement of Goals and Objectives • Adopt a pragmatic project management approach to each goal • Ensure the accountable staff member fully understands the contribution required either from them individually or from their team/team members • Ensure individuals are supported with CPD • Ensure appropriate measures are in place to monitor progress • Ensure regular and systematic reporting of progress to appropriate management level • Be flexible, supportive, tolerate initial mistakes, embrace and acknowledge progress

Future proof your Strategic Plan • • Be flexible Intended, emergent, and realised strategy Address critical issues Address issues that are within your control Be in line with vision, mission and goals Model best practices Encourage innovation and creativity Be appropriately timed

Implementation Failure • Lack of participation • Lack of communication • Poorly thought-out strategy • Failure to hold people accountable • Picking the wrong people for the tasks

Link the Strategy Statement to Annual Planning and Reporting Processes

Planning and Reporting Processes

ETB SERVICE PLAN IS THE “PERFORMANCE FRAMEWORK CL 18/0015 The annual Service Plan, in accordance with Section 47 of the Education and Training Boards Act, will act as the performance frameworks for an ETB.

Practical Guidelines on how to get started • Balanced Score Card is an established method of successfully tracking and measuring goals • Balanced Score Card has been tried and tested in all sectors of the business world • ETBs can benefit from the business world experience • Language of business world can be reviewed /replaced to suit Education Sector

Classic Balanced Score Card Modified Balanced Score Card Financial Perspective Learners: Achievements & Experiences Perspective Customer Perspective Governance & Finance Perspective Internal Processes Perspective Organisation: Strategy & Processes Perspective Learning and Growth Perspective People: Learning and Growth Perspective

References and Resources • Hinton, K; Society for College and University Planning. A Practical Guide to Strategic Planning in Higher Education. http: //oira. cortland. edu/webpage/planningandassessmentresources/planningresources/Societyfor. College. Universit y. Planning. pdf. Published 2012. Accessed June 24, 2016. • Paris, K; Office of Quality Improvement University of Wisconsin-Madison. Strategic Planning in the University. http: //www. cuhk. edu. hk/u-planning-office/documents/other-strategic-planning/paris-2003_strat-plan-in-u. pdf. Published November 2003. Accessed June 24, 2016. • Business Development Index Ltd. and the Ohio State University. The Process of Strategic Planning. http: //fisher. osu. edu/supplements/10/1470/All_Articles. pdf. Accessed June 24, 2016 • Mittenthal, R; TCC Group. Ten Keys to Strategic Planning for Nonprofit and Foundation Leaders. http: //www. tccgrp. com/pdfs/per_brief_tenkeys. pdf. Published 2002. Accessed June 24, 2016 • Dynamic Business Plan. SWOT Analysis and PO. http: //www. dynamicbusinessplan. com/swot-analysis. Accessed June 27, 2016 • Kryscynski, D; BYU Marriott School of Management and the Center for Teaching and Learning. https: //www. youtube. com/watch? v=TD 7 WSLe. Qt. Vw Published 2012. Accessed June 27, 2016 • Panet, K. Team-based Strategic Planning: A facilitator’s guide. http: //www. kevinpanet. com/documents/samples/Strategic_Planning_Guide. pdf Published 2011. Accessed June 27, 2016