L08 FACULTY OF EDUCATION EDU5810 EDUCATIONAL POLICY AND PLANNING DR. RAMLI BIN BASRI ROOM G28, TEL: office 03-8946 8248, H/P 019 224 1332 (sms prefered) E-MEL: ramlibasri@upm.edu.my

STRATEGIC PLANNING IN EDUCATION

STRATEGIC MANAGEMENT AND STRATEGIC PLANNING

WHAT IS STRATEGY? Latin: Strategos (the art of generalship, or how to be an effective general). Strategic … “choosing how best to respond to circumstances of a dynamic and sometimes hostile environment” “Being strategic requires recognizing the choices and committing to one set of responses instead of another”(Allison & Kaye, 1997)

WHAT IS STRATEGIC MANAGEMENT? “Strategic management is art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organisations to achieve its objectives” (David, 2001) “Strategic management is the process of formulation the strategic plan and implementation of the plan. It involves strategic analysis, strategic choice and strategic implementation” (Fidler, 2002)

STRATEGIC MANAGEMENT A continuous process of Identifying vision, mission, objective Developing appropriate strategies Implementing strategies Monitoring implementation to achieve objective (Wright, P. , Pringle, C. and Kroll, M. Strategic Management, 1992)

STRATEGIC MANAGEMENT & STRATEGIC PLANNING “Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions that enable an organisations to achieve its objectives” Strategic planning is the process of formulating strategic plan. Strategic management is the ‘brain’ to management; and Strategic plan is the backbone to management. Edaris Abbu Bakar, 2004.

The ABCs of Strategic Planning Who and What are we? What do we do now? Why? B What do we want to be and do in the future? Why? C How do we get there?

STRATEGIC PLAN A strategic plan is a written document which describes where your institution wants to be in the future (usually three to five years), and the broad areas of activity that it will undertake to achieve this vision. It is different from an operational plan (or work plan), which details activities over the next 12 months (at least). These two types of plan are closely connected, however, as the operational plans should be moving the school towards the vision defined in the strategic plan (Davies, 2002).

STRATEGIC PLANNING IN EDUCATION Answers these questions What does the school aims to achieve? How to achieve? When will the aim be achievable? For whom?

...STRATEGIC PLANNING To ensure success, strategic planning Requires involvement of all staff to ensure shared vision, commitment and sense of belonging Needs to be developed as a culture of an organization and practiced by all members of the organization.

2. ELEMENTS OF STRATEGIC MANAGEMENT IN EDUCATION

A PRACTICAL MODEL FOR STRATEGIC MANAGEMENT INITIAL VISION INSTITUTIONAL VALUES & CULTURE EXTERNAL ENVIRONMENT ANALYSIS INTERNAL ENVIRONMENT ANALYSIS CRITICAL SUCCESS FACTORS INSTITUTIONAL VISION MISSION STRATEGIC OBJECTIVES SWOT ANALYSIS SPECIFIC OBJECTIVES/ TACTICAL PLAN/KPI ACTION PLAN/ OPERATIONAL PLAN EVALUATION

WHY AN INSTITUTION NEEDS A VISION? As future direction for the institution Develop confidence to manage situation or change Encourage members of institution to work towards excellence Develop strength and competitiveness. Motivates change Uniting all staff towards a common goal or purpose

1- INITIAL VISION & INSTITUTIONAL VISION Raw or initial vision proposed by management to members of an educational institution Purpose to initiate members to think for the future of the institution To be refined by all members into the final vision of the institute The process includes…

a) INSTITUTIONAL VALUES AND CULTURE Current values and culture needs to be considered seriously in defining vision (management, staff, teachers, students, parents, community) Positive values and culture are catalyst to achievement of vision Negative values and culture requires adjustment, prior to the formation of vision

…a) INSTITUTIONAL VALUES AND CULTURE Duty of management, PTA, local community to instill positive values and culture before the process of formation of vision. A common or shared value system Students, principal, teachers, staff, education officials, parents, community and other stakeholders, politicians.

b) EXTERNAL ENVIRONMENT ANALYSIS (PEST) External environment factors that determine achievement of vision: Strength of the economic environment Stable and supportive political environment Social & cultural environment which puts high emphasis on educational excellence Technological know-how.

c) INTERNAL ENVIRONMENT ANALYSIS Internal or institutional factors are main actors that determines the achievement of vision: Institutional culture Infrastructure and physical condition of the institution Features or style of management Work culture, etc

d) CRITICAL SUCCESS FACTORS All CSF’s must be identified in the process of refining the initial vision (CSF are conditions required for achievement of vision) Commitment and support of management Staff: Knowledge, competency, commitment, teamwork, etc Financial resources Organizational environment Community support Organizational and environmental politics, etc

2-INSTITUTIONAL VISION The vision agreed by all members of the institution The aim and direction for the future Becomes the “culture” of the institution Examples of vision statements…

3- MISSION How do we get there How to achieve the vision

4. SELECTING STRATEGIES/STRATEGIC OBJECTIVES Steps or strategies to achieve the mission. Each strategy or strategic objectives is formed through SWOT analysis Internal environment: identify strengths an weaknesses External environment: identify opportunities and threats SWOT Analysis for the institution to ensure steps taken are based on strengths, weaknesses, opportunities and threats

SWOT ORGANISATIONAL FACTORS IN THE EXTERNAL ENVIRONMENT OF ORGANIZATION A) THAT CAN HELP TO ACHIVE ORGANIZATIONAL OBJECTIVE – OPPURTUNITIES B) THAT PREVENT THE ACHIEVEMENT OF ORGANIZATIONAL OBJEKTIVE - THREATS 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 ORGANISATIONAL OBJECTIVE

5. SPECIFIC OBJECTIVES/KEY PERFORMANCE INDICATORS Short term objectives or key performance indicators aimed at achieving the strategic objectives. Each specific objective or key performance indicator must be “SMARTER” Specific Measurable Attainable Realistic Time bound Exiting Rewarding

6. ACTION PLAN Action plan or operation plan (program and activities) is the detail steps and activities undertaken or implemented to achieve the strategic objectives

7. EVALUATION Each activity implemented in the action plan needs to be evaluated to asses its performance or contribution towards the specific objectives Positive outcome contributes to specific objectives and realization of vision Each action undertaken within the action plan contributes towards the realization of vision Corrective and contingency actions needs to be taken when performance is not in line with targeted performance.

BENEFITS OF SP IN EDUCATION SP is a strategic and systematic instrument to understand the pressure and changes on future environment SP promotes visionary leadership SP makes management more proactive to undertake actions and initiatives designed to handle new situations effectively and undertake strategies to involve staff to participate in the organizational strategic future SP promotes efficient management of time, management of pressure and conflict SP prepares organization to “managing change” systematically within the internal and external environment

…BENEFITS OF SP IN EDUCATION SP process involves all members of the institution, it reduces pressure and resistance (within members) to change SP generates teamwork, commitment, motivation, institutional harmony by understanding and commitment to one vision SP eliminates duplication in duty and authority which is detrimental to the organization system SP is part of the overall institutional performance monitoring system SP is about decision making. Decision made today has important bearing on the future.

3. STRATEGIC PLANNING PROCESS

3. STRATEGIC PLANNING PROCESS Internal environment External general environment External education environment Identifying strategies Selection of strategies Key performance indicators Implementation of strategies Monitoring and evaluation Feedback Contingencies

1. Internal Environment Analysis Gather and analyze institutional data and information Objective: Identify strength and weaknesses Data includes basic data enrolment, teachers, teachers and students backgrounds, academic achievement, discipline, facilities, leadership etc.

2. External General Environment (PEST) Analysis Analyze external environment, trends and its impact on education (global, regional and national trends). Objective: Identify current and future opportunities and threats. Economy (national, regional and global trends, resource allocation, industry trends, curriculum, teachers, focus, emphasis, finance, etc) Politics (current and future policy, governance, laws) Technology (education technology trends) Socio-cultural ( population backgrounds, culture, values) Ecology (sensitivity on the environment)

3. External Educational Environment Analysis Client: Clientele analysis to identify opportunities and threats. Students are major clients, therefore must be able to satisfy students needs and wants or risk loosing students. Competitors: are threats to organisation, therefore must have advantages over competitors or risk loosing students to competitors.

4. Identifying Strategies Strategies identified based on internal and external analisis (SWOT analisis)

5. Selection of Strategies Decides among alternative strategies, strategies that can fulfill the organizational objectives Employ several techniques: SWOT Matrix, Matrix market share, industrial growth: Boston Consulting Group Model, (BCG Matrix), General Electric Model (GE)

6. Key Performance Indicator Identify key performance indicators for each strategy Periodic Indicators Financial performance Customer knowledge Internal business processes Learning & growth

7. Implementation Strategies Time table of implementation Date: from when to when Strategy: Form Program: eg courses Objective: must be SMARTER (specific. measurable, achievable, realistic, timely, exiting and rewarding) Sources: finance, human resource, tools Responsibility: who is involved? Accountability: who is accountable?

8. Monitoring and Evaluation What to measure :Quantitative (pre and post), Qualitative (at the end of implementation) Performance standard Measurement of actual performance Comparing performance and standard Undertake corrective action

9. Feedback 1. Strategic plan consistent with organizational objective, mission In line with internal and external environment 2. Strategic plan in line with Expertise/ resource Risk Time table 3. Implementation Supported or resented by staff

10.Contingency Planning Alternative plans that can be put into effect if certain key events do not occur as expected

Strategy Review, Evaluation, & Control Why SP Fails? Misjudgment of Relevant Factors No Commitment Lack in Resource Allocation Lack of Monitoring Ineffective in Communication Change in Leadership and Management Cannot Cope with Changes Unpredicted Circumstances

LET’S GO INTO DETAIL Next week

What is Vision, Mission & Strategy? STRATEGIC PLANNING What is Vision, Mission & Strategy? What is strategy and strategic planning? What is SWOT?

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

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

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

STRATEGY “Strategos” - referred to a military commander during the age of Athenian Democracy It is an umbrella plan encompassing a number of smaller plans for some objective. A strategy is an overall approach, based on an understanding of the broader context in which you function, your strength and weaknesses, and the problem you attempting to address Continued

A strategy gives you a framework within which to work, clarifies what you are trying to achieve and the approach you intend to use. It does not spell out specific activities. Strategies are the key elements of change that need to be addressed to drive the organization towards its vision.

CHARACTERISTICS OF A STRATEGY A means to the ends of an organization. It requires careful monitoring and analysis of changes in the organization’s external environment It takes into account the relationship between the external forces and internal resources. It involves the determination of the long-term mission and objectives of the organization and prescribes the courses of action needed to achieve competitive advantage.

WHAT IS STRATEGIC PLANNING? A process of determining organization’s long-term goals and identifying the best approach for achieving those goals. It is the overall planning that facilitates the good management of a process It provides you with the big picture of what you are doing and where you are going. It gives clarity of what you actually want to achieve and how to achieve it.

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

PLANNING FOR STRATEGIC PLANNING When do you need to do a SP process? How often do you need to do a SP process? At what point in an organization or project cycle do you need to do a SP process? How long should a SP process be?

A PRACTICAL MODEL FOR STRATEGIC MANAGEMENT INITIAL VISION INSTITUTIONAL VALUES & CULTURE EXTERNAL ENVIRONMENT ANALYSIS INTERNAL ENVIRONMENT ANALYSIS CRITICAL SUCCESS FACTORS INSTITUTIONAL VISION MISSION STRATEGIC OBJECTIVES SWOT ANALYSIS SPECIFIC OBJECTIVES/ TACTICAL PLAN/KPI ACTION PLAN/ OPERATIONAL PLAN EVALUATION

To develop suitable strategies and tactics SWOT A generation of the strengths, weaknesses, opportunities, and threats in relation to a particular objective. To develop suitable strategies and tactics A basis for assessing core capabilities and competences The evidence for, and cultural key to, change A stimulus to participation in a group experience Continued

DEVELOPING INSTITUTIONAL VISION, MISSION AND STRATEGIC OBJECTIVES. STRATEGIC PLANNING IN EDUCATION: DEVELOPING INSTITUTIONAL VISION, MISSION AND STRATEGIC OBJECTIVES.

STRATEGIC PLANNING IN EDUCATION Scenario: You are just promoted as a new school principal What would you need to do?

Institutional Excellence How to achieve Vision Vision How to achieve Mission How to achieve Strategic Objective How to achieve Specific Objective Mission Strategic Objectives Specific Objectives Action Plan

DEVELOPING INSTITUTIONAL VISION STARTS INITIAL VISION PRESENTATION TO STAFF STRATEGIC PLANNING MEETINGS FINAL VISION ENDS

DEVELOPMENT OF INITIAL VISION Developed by the managers of the institute (principal, senior assistants and dept heads who are knowledgeable about the institution). Initial vision serves to generate ideas from members of staff. Initial vision is presented to staff during seminars and meetings to be refined and finalized as institutional vision

Strategic Planning Seminars/Meeting Discuss, debates, deliberates… initial vision into institutional vision. Main factor of deliberation ‘Critical Success Factors’ which includes:

Critical Success Factors Physical well being of institution (good physical infrastructure and facilities?) Institutional environment and culture (transactional or transformational work culture?) Community involvement (supportive, participative in activities? School-community partnership?) Resources (adequate staff, finance, facilities, time?) External influence (District/state/MOE, politicians, media…)

Scanning Institutional Culture ? Staff ? Management Staff: Teamwork spirit? Clear what to do and how to do? Practical idea on how to develop institution? Ready for change? Appreciated? Good job scheme? Committed? Management: Two way management/communication exist? Management ready to share ideas with staff?

Analysis of Institutional Gap Analysis to establish the difference between current status and the desired future, Is there a vision? Institution capable to achieve vision? Is there a gap between current status and vision? Steps to narrow this gap?

Features of Vision Short, compact, direct and exciting, 25 words. Easily remembered and develops interest/ excitement among members of institution. What to achieve by institution, for whom is the impact of this vision (students and school staff, parents, school board, community and stakeholders) when the vision to be achieved? Vision becomes the institutional culture, embraced by all and translated into believe system and action.

2020 Vision statement: Malaysia (whom) as a fully developed nation (what) by 2020 (when) Serdang Primary School (whom) becomes no 1 school in Hulu Langat District (what) by 2010 (when) …….University achieves tier-one university status by …..

DEVELOPING INSTITUTIONAL MISSION VISION is about what, who and when. MISSION is about how the institution undertake to achieve its vision. Ways and means to realize vision.

Basic Principles of Mission Development Vision is clear to everyone Relates to the needs, wants and satisfaction of clients (students, parents, teachers, other staff, community, District, State Education Office and MOE (in line with policy and aspiration or strategic direction) In line with institutional function & members aware of function Suitable time frame May change within due time.

Features of Mission Stated in point form – easy to remember by all Answers ‘how’ to achieve ‘vision’ Brief but clear, about 25 words Becomes part of institutional culture, always being seen and practiced. Accountable to all. Influenced by many factors (internal and external).

VISION “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010” MISSION Ensures academic performance always excellence All students involve in co-curricular activities Inculcate excellent personality and good moral values in all students Practice transparent and accountable management Provide conducive environment.

DEVELOPING STRATEGIC OBJECTIVES Strategic Objectives: “short term action plans, strategies or tactics to achieve mission” What is to be done? Period of implementation (when and for how long)

FEATURES OF STRATEGIC OBJECTIVES states what is to be done or undertaken to acive the stated mission. Requires longer time for implementation compared to specific objective Developed by SWOT or PEST analysis Must be agreed by all involved in strategic planning. Relevant to the school environment and organization.

MISSION: 1. Ensures academic performance always excellence STRATEGIC OBJECTIVES Ensure teachers have sufficient competencies in teaching and learning (T&L) Ensure quality T&L process through constant monitoring Ensure syllabus for examination classes completed before June Undertake to provide the needed infrastructure required for conducive learning environment Encourage the participation and support of parents and community for students especially in critical subjects such as Science and Mathematics.

MISSION: 2. Inculcate excellent personality and discipline in all students STRATEGIC OBJECTIVES Encourage involvement of all students in sports and recreational activities to ensure they acquire time management skills Ensure a variety of exposition, campaigns and exhibitions are organized to develop students personality To organize religious programs to develop students personality. Ensure programs on guidance and counseling are efficiently organized. Develop personality and character among students through discussions and dialog sessions between school, parents and community.

STRATEGIC PLANNING IN EDUCATION: ANALYSIS OF INTERNAL AND EXTERNAL ENVIRONMENTS – SELECTING STRATEGIC OBJECTIVES

ANALYSIS OF INTERNAL AND EXTERNAL ENVORONMENTS Why SWOT analysis is widely known The technique is simple and readily available to managers The SWOT model is simple, flexible and appropriate SWOT model structure is accommodative to qualitative and quantitative information Piercy, N. and Giles, W. (1989). ‘Making SWOT analysis work’, Marketing Intelligence and Planning. Vol 7(5/6):5-7

ANALYSIS OF INTERNAL AND EXTERNAL ENVORONMENTS SWOT analysis Strengths (internal organizational factor) Weaknesses (internal organizational factor) Opportunities (external organizational factor) Threats (Challenges) (external organizational factor) Analysis requires all Strengths, Weaknesses, Opportunities and Threats be listed in a matrix Matrix is analyzed to generate and select strategies for implementation.

Strength and Weakness Strength: Ability or potential which can be used by the institution to achieve its objectives (expertise of teachers, adequate physical infrastructure and facilities) Weakness: impediment, deficit, inability …which will impede the achievement of objective

Opportunities and Threats Opportunities are situations which are advantageous to the institutions business (increase demand for education service) Threats are situations which potentially harm the institutions business (strong competition from other institutions)

Listing procedures to identify Strengths, Weaknesses, Opportunities and Threats Brainstorming sessions Questionnaires Observations Environmental scanning Ishikawa ‘Fish Bone’ Diagram

SWOT ORGANISATIONAL FACTORS IN THE EXTERNAL ENVIRONMENT OF ORGANIZATION A) THAT CAN HELP TO ACHIVE ORGANIZATIONAL OBJECTIVE – OPPURTUNITIES B) THAT PREVENT THE ACHIEVEMENT OF ORGANIZATIONAL OBJEKTIVE - THREATS 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 ORGANISATIONAL OBJECTIVE

SWOT Table Strengts (S) Weaknesses (W) Threats (T) Opportunities (O)

Guide to Internal Organizational Factor (dimension) Analysis Factors Capital and financial position Budget Human resource Management Institutional culture

Guide to Internal Organizational Factor (dimension) Analysis Staff ability or competency Leadership and management style Infrastructure and facilities available Existing programs Organizational culture Interpersonal communication Staff attitude and motivation Each item, (strength or weakness) must be listed and be ranked (allocated a score) based on consensual evaluation.

Guide to External Organizational Factor (dimension) Analysis Political environment Economic environment Technological level Government policy Community believe system Community culture Societal expectation Social environment Market condition Each item, (oppurtunity or threat) must be listed and be ranked (allocated a score) based on consensual evaluation.

GENERATING STRATEGIES Strategy: A systematic framework of activities or programs designed to achieve the strategic objectives SWOT analysis is a process of generating strategies by matching opportunities and threats in the external environment with competencies within the internal environment (strengths and weaknesses) SWOT analysis generates four types of strategies: SO, WO, ST and WT

SO Strategies Use strengths to take advantage of opportunities Internal Env External Env. Strengths – S List Strengths Weaknesses – W List Weaknesses Opportunities – O List Opportunities SO Strategies Use strengths to take advantage of opportunities WO Strategies Overcoming weaknesses by taking advantage of opportunities Threats – T List Threats ST Strategies Use strengths to avoid threats WT Strategies Minimize weaknesses and avoid threats

Students are academically excellent WEAKNESS INTERNAL ENVIRONMENT EXTERNAL ENVIRONMENT STRENGTHS Students are academically excellent WEAKNESS Students have poor discipline THREATS Numerous cyber cafes in school surrounding ST Strategies: Use strengths to avoid threats Strategy: Establish multimedia network in the school co-op. WT Strategies: Minimize weaknesses and avoid threats Strategy: Organize extra religious/moral classes at suitable time. OPPURTUNITIES Parents are highly educated SO Strategies: Use strengths to take advantage of opportunities. Strategy: Enlist parental cooperation to organize extra classes WO Strategies: Overcoming weaknesses by taking advantage of opportunities Strategy: Organize a series of student motivation seminars by parents.

GENERATING STRATEGIES Based on SO, WO, ST and WT types of strategies, Four main catagories of strategies can be developed. Growth strategy Continuous Growth Strategy Recovery Strategy Combination Strategy

SWOT ANALYSIS AND STRATEGY SELECTION Growth Strategy is supported when strengths outweigh weaknesses, opportunity outweigh threats Maintenance strategy is supported when strength outweigh weaknesses, threats outweigh opportunity Harvest strategy is supported when weaknesses outweigh strengths, opportunity outweigh threats Retrenchment strategy is supported when weaknesses outweigh strengths, threats outweigh opportunity Sherman, Rowley and Armandi (2007). Developing Strategic profile: Pre-Planning Phase of Strategic Management, Business Strategy Series. Vol 8(3):162-171

Growth Strategy Employed when the institution aims to increase growth or performance in selected areas where the qualifying conditions are; There is a long term confidence Low risk Current performance is strong Monopoly Increase motivation and incentive based on performance

Continuous Growth Strategy Employed when the institution aims to maintain present growth or performance in selected areas where the qualifying conditions are; Institutional performance level is excellent Requires minimum changes Absence of threats to current position Lack of finance and other resources Low risk culture

Recovery Strategy Employed when the institution aims to arrest, recover or improve from poor performance and establish stability in selected areas where the qualifying conditions are; Institution is under critical condition and requires urgent action to return to normal Limited options available to correct situation Institution is ‘ready’ to change Strategy also includes downsizing, liquidation or closing.

Combination Strategy Suitable for big institution with many departments, each employing their own mix of strategies at the same time Small institution uses different categories of strategies at different time depending on needs.

Criteria for selecting Strategies Key considerations What is the desired outcome? What is the strengths and weaknesses of the institution that relates to the strategy? What is the opportunity to be exploited What is the threat needed to be minimized?

…Criteria for selecting Strategies Key considerations What are the resources needed for the implementation of the strategy? What are the resources needed to be expanded for the implementation ? What are the risks? What is plan ‘B’? Contingency plan.

Competency or skills Needed In Implementing Strategy Interacting skill (managing people during implementation) Allocating skill (ability to make available required and sufficient resources eg. work schedule, procedures, budget, human resource allocation.. etc) Monitoring skill (skill for gathering and analysis information and feedback to evaluate achievement) Organizing (developing internal and external network for successful implementation)

GENERATING SPECIFIC OBJECTIVES FOR STRATEGIC PLANNING IN EDUCATION: GENERATING SPECIFIC OBJECTIVES FOR STRATEGIC OBJECTIVES

SPECIFIC OBJECTIVES Definition of Specific Objectives Specific steps designed to achieve strategic objectives (how to achieve the strategic or long term objectives) or Short term tactical plans designed to achieve strategic objectives or Key Performance indicators

SPECIFIC OBJECTIVES/ TACTICAL PLANS/ KEY PERFORMANCE INDICATORS Short term objectives, tactical plans or key performance indicators are aimed at achieving the strategic objectives. Each specific objective or key performance indicator must be “SMARTER” Specific Measurable Attainable Realistic Time bound Exiting Rewarding

VISION “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010” MISSION Ensures academic performance always excellence All students involve in co-curricular activities Inculcate excellent personality and good moral values in all students Practice transparent and accountable management Provide conducive environment.

VISION “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010” MISSION Ensures academic performance always excellence All students involve in co-curricular activities Inculcate excellent personality and good moral values in all students Ensures teachers and staff are motivated and professional Practice transparent and accountable management Provide conducive environment. STRATEGIC OBJECTIVE Ensure teachers posses sufficient teaching and learning skills SPECIFIC OBJECTIVE By end of December 2003, all teachers have attended at least one teaching and learning course

Each specific objective or key performance indicator must be “SMARTER” Measurable Attainable Realistic Time bound Exiting Rewarding Teaching and learning course All teachers At least once Teachers can attend By end of December 2003 Exiting to teachers Course rewarding to teachers teaching and learning skills

SPECIFIC OBJECTIVES (SO) As specific objectives are short term plans, several specific objectives may be needed for one strategic objective Development of specific objectives requires participation of teachers and staffs to ensure effective implementation towards the desired outcome A specific objective is considered complete, once it is implemented and evaluated Implementation of SO lead to the achievement of Strategic Objective, Mission and Vision

EXAMPLES OF SPECIFIC OBJECTIVES (SO) 1. CURRICULLUM By end of June 2003, all departments have prepared action plans to improve current year performance By end of September 2003, all examination class students have attended two motivational sessions By end of December 2003, all teachers teaching sessions have been observed at least once Resource centre is supplied with 500 books on past years examination questions by end of 2003 All science labs are fully equipped with apparatus needed for effective teaching before school session starts.

EXAMPLES OF SPECIFIC OBJECTIVES (SO) 2. STUDENTS DISCIPLINE Misbehavior cases to be reduced by 10% by end of June 2003, after mentor-mentee program is implemented All students will greet friends and teachers after attending personnel development course in August 2003 By end of July 2004, 100% year 9 students will not encounter disciplinary problems By end of December 2004, number of cases of afternoon session students skipping class will be reduced to 2%

EXAMPLES OF SPECIFIC OBJECTIVES (SO) 3. MANAGEMENT AND ADMINISTRATION By end of April 2004, administration office to be supplied with 4 computers for efficient administration All support staff have attended computer course at least once by end of 2004 Registration of new students using on-line system from 2005 school session By the end of April 2004, 100% year 9 students have paid PMR examination fees to their respective form teachers By the end of December 2004, cases of late attendance by afternoon session students is reduced by 1% every month.

GENERATING ACTION PLANS FOR SPECIFIC OBJECTIVES STRATEGIC PLANNING IN EDUCATION: GENERATING ACTION PLANS FOR SPECIFIC OBJECTIVES

VISION “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010” MISSION Ensures academic performance always excellence All students involve in co-curricular activities Inculcate excellent personality and good moral values in all students Practice transparent and accountable management Provide conducive environment.

VISION “Serdang Primary School becomes no 1 school in Hulu Langat District by 2010” MISSION Ensures academic performance always excellence All students involve in co-curricular activities Inculcate excellent personality and good moral values in all students Ensures teachers and staff are motivated and professional Practice transparent and accountable management Provide conducive environment. STRATEGIC OBJECTIVE Ensure teachers posses sufficient teaching and learning skills SPECIFIC OBJECTIVE By end of December 2003, all teachers have attended at least one teaching and learning course ACTION PLANS

ACTION PLANS Last step in strategic plan Detail plan or action to be implemented and monitored to ensure specific objective is achieved Action plan normally made up of 8 components

COMPONENTS OF ACTION PLAN Activity number Activity description Person designated for responsibility Estimated cost Expected date of implementation Actual date of implementation Success indicators Implementation notes and comments.

STUDENTS AFFAIRS STRATEGIC PLAN: ACTION PLAN Strategic Objective: Ensure all students obey school rules Specific Objective: By end of Sept 2003, all students will fully obey school rules. No Description of Activity Responsi-bility Cost (RM) Exp. date Imp. date Performance indicators Notes 1. Preparing school rules book Disciplinary committee 300.00 All year All students have school rule book 2. School rules campaign Class monitors & prefects - Students behavior conform to school rules 3. “5 minutes enculturation of discipline” prog. All teachers First school period Strengthening disciplinary implementation 4. Monitoring discipline Teachers on duty Disciplined students

STUDENTS AFFAIRS STRATEGIC PLAN: ACTION PELAN Strategic Objective: Teachers as role models Specific Objective: By end of Sept 2003, all students will behave based on teachers as role models. No Description of Activity Responsi-bility Cost (RM) Exp. date Imp. date Performance indicators Notes 1. Arrive at school early All teachers - All year No latecomers 2. Smartly attired All teachers and support staffs Students are smartly attired 3. Read books at free time Students read books at free time No of books borrowed increased 4. Friendly and greets others Students greets teachers and friends

Final Reminder During the planning process, avoid these common errors: Planning the detail before the direction is set Plans without owners Solution without measurable results Action without schedule Leaving intended action out of the plan

Including actions that is not intended to pursue Allowing personality to obscure process “Telling” when “asking” is the way to ensure commitment “Asking” when answer is already been provided Assuming that what is unspoken is understood.

Develop a strategic plan for your school, How? SPE PROJECT WORK Develop a strategic plan for your school, How?

No Content Full Mark Achievement 1. Introduction (Cover, Title, Table of Content, Introduction to institution) 10 2. Internal Environment: Strength Weaknesses 3 External Environment: Threat 4 Vision and mission 5 Strategic objective (at least 4) 20 6 Specific objective ( just one) 7 Action Plan (just one) Total 100 Mark 40

TERIMA KASIH