Strategic Planning in Further Education

Abstract

Since colleges were made responsible for strategic planning in 1993, managers in further education have encountered criticisms for not managing the process in a sufficiently business-like way and for being too business-driven in their approach. This article explores the experience of a group of principals who lead strategic planning, in the context of an analysis of a sample of strategic plans. It suggests planning takes place within a national strategic vacuum and that there is a diversity of types of plan and planning process. Plans based on achieving a competitive edge are in evidence, but so too are plans based on the need to build commitment in the face of severely constrained strategic choices, and driven by educational values. It is concluded that analysis and response to the planning of the sector should take better account of the diversity of purposes and practices within colleges.

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