Strategic planning in higher education: a simplified B-VAR model

Abstract

PurposeExecutives who are engaged in strategic planning for higher education generally complain about the process and the lack of clear outcomes from the strategic plan. They generally argue that the process is complex and sometimes confusing and the end result does not justify the time spent in preparing the plan. The extant literature on strategic planning in higher educational institutions (HEIs) is replete with these types of complaints. The work undertaken in this paper provides a solution to this problem. This paper proposes a simplified and efficient strategic planning model which executives can use to facilitate strategic planning in HEIs. This model takes into consideration, all the elements of previous models and synthesize them into a manageable, simplified framework that can be adapted to meet the planning needs of senior executives in any HEI.Design/methodology/approachThe paper uses the action research framework to ground the solution to the problem identified. The action research framework is a sound research method that assists in resolving some of the practical problems executives in HEIs encounter as they move towards strategic planning. The researcher and a client in the higher educational sector, the UWI, engaged in collaborative problem-solving to develop a strategic plan for the client. To derive the solution, the researcher drew on the experience of the strategic planning process at the University of the West Indies (UWI) and also a number of selected universities in North American, Europe, Asia and Africa. The researcher then synthesized the outcomes from the deliberations and consultations with the client, the UWI and drew on theoretical knowledge in strategic management to derive the simplified model for strategic planning in higher education.FindingsThe research presented in this paper found that the existing strategic planning models used in higher education are generally complex, mostly designed specifically for an individual institution and lacks clarity regarding the implementation process. To overcome these problems for strategic planners in higher education, this paper proposes a simplified model that can be adapted by any HEI to assist with their strategic planning process. The Brainstoming- Visioning Action Results (B-VAR), the solution to the problem, presents the various elements of the strategic planning process that will need to be in place in order to develop a workable strategic plan and one that is implementable and will deliver tangible results for the HEI.Originality/valueBesides adding to our knowledge in strategic management and specifically, strategic management in higher education, the greatest value from this paper is the solution it presents to solve the long-standing problem of having complex and ineffective planning models to lead strategic plan development in HEIs. The added value is that the model is integrative as it draws on elements of previous planning models but simplified them for their adaptation to any HEI.

Developing a method for incorporating sustainability into the strategic planning of higher education institutions

“…Thus, the third and decisive step is to search for solutions. In this sense, works aimed at helping HEIs take action by providing them with practical structures take on an essential role (Leal Filho et al, 2019b;Williams, 2021). This study presented a method for incorporating sustainability into the strategic planning of HEIs that contributes to overcoming several barriers.…”

“…Thus, the third and decisive step is to search for solutions. In this sense, works aimed at helping HEIs take action by providing them with practical structures take on an essential role (Leal Filho et al , 2019b; Williams, 2021).…”

“…In this sense, decades of research have shown that “directive, coercive and authoritarian leadership behaviors do not build cultures of trust and are counterproductive to organizational productivity” (Howes, 2018, p. 453). Top-down plans that analyze the past to design the future tend to be of no practical use and remain shelved; therefore, HEIs must replace complex, inefficient processes with simpler, more flexible models (Williams, 2021). The Dooris et al (2002, p. 8) statement seems to remain valid: “more and more administrators are asserting that the purpose of planning is not to make a plan but to make a change.”…”

“…Despite the evident importance of these themes, researchers pointed out that studies that adopt the concept of "whole institution" during the processes of integrating sustainability into HEIs are lacking (Hern andez-Diaz et al, 2021;Kohl et al, 2021), gaps exist regarding the Higher education institutions approach to sustainability in the strategic planning of these institutions (Bieler and McKenzie, 2017;Semeraro and Boyd, 2017) and studies that propose less complex and more effective tools, facilitating the strategic planning of these universities, are lacking (Williams, 2021).…”

The Principal's Leadership Style and Teachers' Performance at UPT SMP Negeri 2 Medang Deras

“…"Of course, the school's ideal vision and purpose are by the leadership of the principal, assembling the vice principals and employees, then writing down the vision and mission," as stated by the vice principal of public relations. [16,17]. Using principal as a guide teachers, staff, and other personnel are involved from "get to go" in the setter position, which involves the principal presenting a vision, ensuring an image or aim for the school, to be realized in the future [18].…”