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BRNO, 12/2/10

BRNO, 12/2/10. DAVID PALFREYMAN, MA MBA LLB FRSA Bursar & Fellow, New College, Oxford Director, Oxford Centre for Higher Education Policy Studies - oxcheps.new.ox.ac.uk. THE HISTORY AND USE OF STRATEGIC PLANNING IN UK UNIVERSITIES. REFERENCE MATERIAL.

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BRNO, 12/2/10

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  1. BRNO, 12/2/10 • DAVID PALFREYMAN, MA MBA LLB FRSA • Bursar & Fellow, New College, Oxford • Director, Oxford Centre for Higher Education Policy Studies - oxcheps.new.ox.ac.uk

  2. THE HISTORY AND USE OF STRATEGIC PLANNING IN UK UNIVERSITIES

  3. REFERENCE MATERIAL • WATSON, MANAGING STRATEGY • WATSON& MADDISON, MANAGING INSTITUTIONAL SELF-STUDY • SHATTOCK, MANAGING SUCCESSFUL UNIVERSITIES • HUISMAN, INTERNATIONAL PERSPECTIVES ON THE GOVERNANCE OF HIGHER EDUCATION: Alternative Frameworks for Co-ordination

  4. REFERENCE MATERIAL • WHITTINGTON, WHAT IS STRATEGY – AND DOES IT MATTER? • MINTZBERG, THE RISE AND FALL OF STRATEGIC PLANNING • BIRNBAUM, MANAGEMENT FADS IN HIGHER EDUCATION: Where they come from. What they do. Why they fail. • MANY, MANY, TOO MANY (!) BOOKS ON STRATEGIC PLANNING – HOW TO DO IT...

  5. REFERENCE MATERIAL • WARNER & PALFREYMAN, MANAGING CRISIS • PALFREYMAN, What is an ‘Elite’ or ‘Leading Global’ University? as Chapter 12 of Palfreyman & Tapper, STRUCTURING MASS HIGHER EDUCATION: The Role of Elite Institutions (Chapter 12 is also at the Papers page of the OxCHEPS website) • OxCHEPS, Leading and Managing Universities – annually since 1989 at New College, Oxford

  6. HISTORY • 1960s, the rise of strategic planning in the private sector (Exxon, etc) • 1980s, transfer to HE (the Jarrett Report) • 1990s, required as part of the Funding Council ‘Financial Memorandum’ – external driver/pressure (accountability & monitoring) • 2000s, expected as part of the ‘CUC Code of Practice’ – internal driver/pressure (usefulness for governance/management)

  7. USE • MATCHING THE SUB-PLANS: finance, human resources, infrastructure, IT, marketing, T & R & CE & TT, etc • CONSTRUCTION: top-down, bottom-up; centrally-faculty-departments-units • OWNERSHIP: collegiality v managerialism • COMMUNICATED: filed or shared • REVIEWED: monitoring of implementation and learning lessons, revised/renewed

  8. HIGHLIGHTING SUCH ISSUES AS... • GOVERNANCE: system-wide (Huisman) and locally at HEI level (Shattock, Managing Good Governance in Higher Education) • MANAGEMENT: style, effectiveness • COLLEGIALITY: see Palfreyman & Tapper on collegiality in HE (The Collegial Tradition in the Age of Mass Higher Education, Springer, forthcoming 2010)

  9. AND ALSO... • RESOURCING: who/how/cost? And training? – consider the OxCHEPS programme/course as loaded at the Courses page of the OxCHEPS website. • VALUE for MONEY: truly useful tool or merely going through the motions? • REALITY TESTING: too optimistic? SWOT analysis, etc – see Watson & Maddison.

  10. LEGAL DIMENSION • NO ‘HIGHER EDUCATION LAW’ – common law, not Roman/Napoleonic codification • NO GOVERNMENT DIRECT CONTROL – private institutions, and so has to be via ‘steering’ and ‘influence’ as with the ‘Financial Memorandum’ or the ‘Code’ referred to above • AND HENCE THE REFUSAL OF OXFORD & CAMBRIDGE TO COMPLY WITH CODE: the Dons revolt! • Farrington & Palfreyman, The Law of Higher Education (Oxford University Press)

  11. THANK YOU! • oxcheps.new.ox.ac.uk • 17 volumes in the ‘Managing Universities and Colleges’ series (Open University Press/McGrawHill) • 15-20 volumes in the ‘International Studies in Higher Education’ series (Routledge/Taylor&Francis)

  12. NB • New College, 1379 (Charles University?) • Rubric 48 of the Founder’s Statutes of 1404... William of Wykham as medieval management guru!

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