EDDE 205
A PRIMER ON
IMPORTANCE OF STRATEGIC PLANNING IN INITIATING DISTANCE EDUCATION PROGRAMS
MODULE 4
STRATEGIC PLANNING
STRATEGIC PLANNING OBJECTIVE 1
UNIVERSITY OF THE PHILIPPINES OPEN UNIVERSITY
A PRIMER ON
TABLE OF CONTENTS
STRATEGIC PLANNING
01 ODeL
02 Planning Initiation
04 Planning Guidance and Scheduling
02
04
08
06 Analyses 08 Mission Refinement 10 Assumptions
12 Strategy Development and Courses of Action 14 Functional Analyses
10
23 12
16 Implementation 18 Assessment 20 Periodic Review 22 Conclussion
14
16
23 Reference
EDDE 205 Module Objective 1 https://www.upou.edu.ph/
INTRODUCTION
ODEL
ABOVE ODeL in this fast-paced era of technology brings innovation in the field of education
As governments become aware of its ability to effectively address many of the issues they face, distance learning is becoming more and more prevalent in practically all fields of education and training. One of the forms of distance learning is ODeL (Open and Distance eLearning), which has brought innovations in the system of education. The benefits and features of open learning, distance education, and e-learning are drawn upon by ODeL.
These benefits and features include accessibility and equity, resource sharing, learner-centeredness, flexibility, active learning, interaction, ubiquity, and connectedness. These characteristics range from learner-centeredness, flexibility, and active learning to access and equity, some of which are more in line with open learning. More e-learning contributions are ubiquitousness, interactivity, and connectedness.
THE BENEFITS AND FEATURES OF OPEN LEARNING, DISTANCE EDUCATION, AND E-LEARNING ARE DRAWN UPON BY ODEL. PLANNING INITIATION
PAGE 01
PLANNING
PLANNING INITIATION
ABOVE
Starting a plan may include a sketch of ideas but it takes more than that.
WRITTEN BY IAN CEASAR SIPE
This phase includes the decision to begin, the identification of resources that can be used for planning, and the deployment of a team to carry out the planning. Starting begins with a decision and an idea. This concept may come from within the organization or from outside.
Faculty, support services, technology infrastructure and support, and finance are the main assets of a higher education institution, but planners also need to take into account intangible assets like skill and experience. It helps to ensure buy-in to the finished product when a cross-section of the organization is participating in the process. The planning team is given a level of authority that is appropriate for the tasks it is assigned, and the rest of the organization is informed of this delegation.
STARTING BEGINS WITH A DECISION AND AN IDEA. PLANNING INITIATION PAGE 02
HOW PLANNING INITIATION WORKS A GLIMPSE INTO THE REAL-WORLD SCENARIO OF PLANNING INITIATION When the pandemic hit in early 2020, the education sector was one of the mostly affected sectors of the country. This triggered some interventions and some short-term and long-term solutions. One example of this is the DepEd Basic Education - Learning Continuity Plan. It is the Department’s response to the challenges posed by COVID- 19 in the field of basic education.
FORMULATING AN IDEA The concept of Basic Education Learning Continuity Plan was formed to address the issue and challenges brought by the pandemic. The idea was not a oneman or one-woman effort but a decision and consolidation of various DepEd officials, legislators, and executives. The plan covers the essential requirements of education in the time of COVID-19, e.g. most essential learning competencies, multiple learning delivery modalities, etc.
MAXIMIZING RESOURCES The pandemic has caused the diversion, augmentation, and increasing of funds for education to address the problems. Since the BE-LCP requires some changes in the learning modality, curriculum, and the like, a great amount of fund is needed to implement these. However, this is not an easy task as it requires legislation and approval subject to the available resources of the government.
BUILDING THE TEAM The preparation for the new normal in education takes an immense effort before its implementation. With this concern, the department has tapped into the great minds and hands in the department from executives down to the grassroots. These individuals has various roles but they have common goals to achieve. The success of the plan depends greatly on them.
PLANNING INITIATION PAGE 03
LEADERSHIP INTENT + PLANNING SCHEDULE
PLANNING
GUIDANCE AND SCHEDULING BY GUSTAV SANGALANG
Planning and scheduling provides everybody with the right tools, materials, and work instructions, to do the right work at the right time. Leadership intent is a guiding statement that clearly states the purpose of the planning effort. It gives the opportunity for all involved to understand the need for and overall goals of the planning effort.
GOAL SETTING It is also a clear statement of ownership of the planning process by the organization’s leadership. The planning schedule keeps the process moving forward at a defined pace. It establishes realistic parameters for the planning process based on leadership intent. (Pisel, n.d.)
IF PLANNING IS THE WHAT AND HOW, THEN SCHEDULING IS THE WHO AND WHEN
PLANNING GUIDANCE AND SCHEDULING
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Guidance (What & How) leadership intent sense of ownership, unity, willingness to accomplish tasks motivation eliminate wastes, reduce errors
Schedule (Who & When) goal-setting accomplish tasks or move forward at a defined pace milestones or phases are used to reduce the process into manageable elements
Individuals at all levels in an organization tend to be more comfortable when there is a plan in place because it reminds them of their goal. A plan provides the course of action to take and helps them get there in the most straightforward way. (Margol, 2015)
PLANNING GUIDANCE AND SCHEDULING
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ANALYSIS
ANALYSIS
THE DETAILED EXAMINATION OF STRATEGIC PLANNING
ABOVE Data must be evaluated carefully.
WRITTEN BY MICHAEL LOPEZ
Strategic analysis is the process of conducting research in an organization and its operational environment in order to develop a strategy. From an academic or business perspective, strategic analysis has various definitions, but the process consists of several constant parts. First, there is evaluation and analysis of data.
Next, assessment happens for the internal and external environments. Several analytic methods, such as the SWOT Analysis and Porter's Five Forces Analysis, are also applied (CFI Team, 2022). Information gathered for strategic planning must be examined and organizational contexts determined. Analytical methods aid evaluation and planning.
"ANALYSIS IS THE CRITICAL STARTING POINT OF STRATEGIC THINKING" - KENICHI OHMAE ANALYSIS
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THE TWO DISTINCT ELEMENTS OF ANALYSIS KNOW THE DIFFERENCE BETWEEN THE TWO ELEMENTS The analysis phase covers environmental and needs/gap analyses. These two investigations bookend the mission phase, forcing them to happen simultaneously (Pisel, n.d.). An external environment focuses on the more significant business environment that affects an organization. An internal environment, in contrast, analyzes elements within the organization, such as its strengths and weaknesses (How to write a marketing plan, n.d.). In other words, external environment involves the surroundings while the internal environment pertains to the factors inside.
ANALYTICAL TOOLS FOR INITIATING DISTANCE EDUCATION PROGRAMS First, there is SWOT Analysis which refers to strengths, weaknesses, opportunities, and threats. In this instance, every facilitator must be aware of the strengths and weaknesses of digital difficulties. If the flaws outweigh the strengths, they must revisit the strategy to reduce the weaknesses before implementing the e-Learning technique (Rey, n.d.). It looks at the internal and external factors that affect distance education programs and how educators implement. It may also deal on the effectiveness to the student learning. Another tool is Porter's Five Forces Model, which permits a strategic assessment of inter-organizational connections and the mechanisms that define their relative performance and roles.
The five forces method structures strategic studies of domain structures. Industrial expansion, technology and innovation, links with other sectors, and notable employers must also be considered. Governments and accreditation organizations play essential roles in higher education (Marshall, 2013).
IMPORTANCE TO DISTANCE EDUCATION Internationally, distance education has grown. Evolution has created single-mode virtual universities, dual-modal distance education centers, consortia, networked learning, corporate for-profit institutions, and single-mode open universities. These models and institutional delivery mechanisms develop policies and plans but rely heavily on national education policy and planning activities. In most national contexts, national policy objectives and institutional mission and vision align, but not for remote and online learning in national educational policy (Panda, 2007, p. 481). It is important to look at the environments and analyze the information. It is a decision-making process that considers internal and external settings to maximize strengths and opportunities while avoiding weaknesses and dangers. These must align with the institution's goals. Then, long-term planning creates internal strength to better future preparation. It also strategizes the present based on future events and prospects (Panda, 2007, p. 479).
ANALYSIS
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MISSION
MISSION
REFINEMENT WRITTEN BY TERESITA LEGASPI
INSTITUTIONAL PLAN For many years, it has been recognized that successful strategic planning for organizational change requires clearly stating and encouraging widespread ownership and commitment to an institution's mission, vision, values, and objectives. (Gurley, 2014 as cited in Bryson, 2004) a. Mission - "Why do we exist? " Influences in governing, making decisions, and managing the school.
BOTHEL, 2001 "A vision not shared by the organization is a recipe for failure"
SMART ACTION PLAN b. Vision - "What do we hope to become?" It paints a picture for stakeholders of their ideal school and learner. c. Values - "How must we behave to make the shared vision a reality?” It impacts how work is done in many ways d. Objectives - "Which steps will we take first, and when?” Define out what level of performance is to be reached (e.g., student learning, professional growth)
5 stages to help you draw up a strategic action plan that will help you reach your objectives quickly and effectively. S - specific M - measurable A - attainable R - relevant T - time-based.
MISSION REFINEMENT PAGE 08
THE OPEN UNIVERSITY UK MISSION, VISION, VALUES
OU promotes supported open learning Work-life balance Provides quality study resources. Tutors and advisers provide academic advice, feedback, and group tutorials. Students connect via tutorials, day schools, informal study groups, web conferencing, study networks, and course forums.
MISSION: "Our mission is to be open to people, places, methods and ideas." promotes educational opportunity and social fairness. VISION: "Our vision is to reach more students with life-changing learning that meets their needs and enriches society." to educate more students VALUES: "In achieving our mission, we are committed to, and are guided by, the enduring Open University values of inclusivity, innovation and responsiveness." giving equal access to opportunities and resources innovative mindset explores new ways of teaching and learning being able to respond effectively
ANALOGY: CARPOOL Imagine you are in carpool. If everyone in a car was driving to a separate destination, it would be difficult to decide whether to turn right, left, or straight. If they are heading to the same location, they may have distinct strategies for getting there. One may like the coastal route, another may be aware of road construction, a third may seek to arrive early by taking a shortcut, and a fourth may have errands to do. Since they share the same objective, they should be able to agree on a course of action based on their respective knowledge. (Grusenmeyer, D. 2009)
MISSION REFINEMENT
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ASSUMPTIONS
ASSUMPTIONS
IMPORTANCE OF STRATEGIC PLANNING IN INITIATING DISTANCE EDUCATION PROGRAMS WRITTEN BY TERESITA BANAG We heard "strategic planning" in the business world. But did you know that strategic planning is not just for the business world? While strategic plans are around within the education sector since the 1980s, it’s not as normally known. Schools benefit from this approach, which helps them achieve goals to improve student outcomes and become a more efficient and effective organization.
So why is strategic planning critical in education?
PLAN AHEAD!!!
EXPECTATIONS
Strategic planning assumptions allow the institution to plan ahead with a degree of certainty about what their institution will look like. These represent the shared values, beliefs, and vision of the management team. This is the very foundation on which the plan has been built (Hollingworth, 2008).
There are expectations in strategic planning in initiating DE Programs. Administrators forcasts the growth in the number of enrollees in each of their programs. With this in mind, they have to develop some of the courses and programs and pass through the accreditation. By doing this they have to review every five
years all the courses and programs. With quality control, the courses, programs, and graduates must be up to the standards of any other university.
BE UPDATED! Institutional leaders expect to be innovative in their approach. They must have a lot of data from surveys, interviews, and focus groups and go over the
ASSUMPTIONS
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data gathered and find out the current trends. They have to find out why such a trend is happening and how it matters. Brainstorming is important. Come up with new ideas, reflect on those ideas, create choices
make choices, consider all solutions and think of one solution collaboratively. Consider the flexibility on how they will be able to adjust their course with new information.
OPEN UNIVERSITY OF HONG KONG DURING PANDEMIC Institutional leaders expect to be innovative in their approach. They must have a lot of data from surveys, interviews, and focus groups and go over the data gathered and find out the current trends. They have to find out why such a trend is happening and how it matters. Brainstorming is important. Come up with new ideas, reflect on those ideas, create choices, make choices, consider all solutions and think of one solution collaboratively. Consider the flexibility on how they will be able to adjust their course with new information.
FUND…….EXPENSES Funding is expected and considered by institutional leaders by opening its channels to get more funds and control the cost of content.They have to spend money in the most effective manner since pandemic strikes. They employ most employee or office staff in months that needs more people to work and were given the right compensation with the workload they have.
SSS Student support services are also given and the administrators should be open about this. Flexibility in time, mode, and place of study. In order to solve language barriers, bilingual courses and telephone tutorials are provided for those students that need support and guidance.
Electronic libraries were provided that are the most available. As far as the students are concerned, the lower the tuition fees, the better which is the top support services for them. TRANSPARENCY + DISCUSSIONS = ASSUMPTIONS Management must accept the fact that assumptions are being made to be acknowledged in preparing strategic plans. However, there must be transparency and discussion surrounding these assumptions and viewed as key elements and the responsibility of the strategy creators. Management must provide advantages for the students, especially the media (print, electronic, telephone tutoring, e-library) which is the best for faculty and the students.
ASSUMPTIONS
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STRATEGY DEVELOPMENT AND COURSES OF ACTION
STRATEGY DEVELOPMENT AND COURSES OF ACTION WRITTEN BY MARIEL CAPULONG
Strategic planning in Open and Distance Education is a crucial function of the administration and leadership (Smith, 1998). Strategy Development. It is a process wherein the administration researches, identifies, and selects from the list of the most appropriate and promising strategic options. The administration then decides how will they allocate the resources and funds across the whole organization or institution to achieve their key objectives (CMI, 2020). Courses of Action. After generating potential solutions, the administration decides courses of action to follow.
Strategy Development and Courses of Action (COA) for Distance Education. As part of the strategic planning process model, the strategy development and courses of action phase starts with the integration of the results and data gathered from the SWOT analysis conducted in Phase 3. After which, the tentative courses of action (COA) will be developed by analyzing the “strengths and external opportunities” of the SWOT analysis. These COA must also be aligned with the mission and vision and ensure consistency. Once the COA becomes acceptable to the planners, stakeholders, and administrators, they start refining and expanding the COA before coming up with a decision (Pisel, 2008).
STRATEGY DEVELOPMENT AND COURSES OF ACTION
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STRATEGIC PLANNING IS LIKE A COMPASS AND A MAP FOR AN INSTITUTION. It helps them identify the institution’s direction and guides them in making impactful decisions. It serves as a roadmap in identifying the activities and the courses of action to be taken. Moreover, strategic planning helps them in addressing the trends, current challenges, and opportunities in initiating distance education programs. Without a strategic plan it would be difficult to evaluate the progress of an institution as there would be no means of measuring the goals and success.
STRATEGY DEVELOPMENT AND COURSES OF ACTION
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FUNCTIONAL ANALYSES WRITTEN BY ANGELIE MAE DAEL
Courses of Action (COA) must be validated by functional experts who are excluded from planning. Functional analyses will review if all facets of the system are considered and no areas of functionality are left out (Pisel, 2008).
STRESS STRESS TEST TEST QUESTIONS! QUESTIONS!
➡️ Does it comply with relevant policies? Using social media platforms to post students’ assessment outputs may violate students’ personal privacy.
➡️ Is it feasible within the current and projected resources available?
To innovative by fully going virtual in less than a year is unrealistic without existing hardware and necessary bandwidth.
➡️ Does it adequately achieve the stated mission?
An online learning platform is not consistent with inclusive education for low-income students with no access to technology.
➡️ Does it have acceptable costs? Re-skilling teachers for new roles in DE requires substantial cost at the onset.
"IF EVERYONE IS THINKING ALIKE, THEN SOMEBODY ISN'T THINKING." - GEORGE S. PATTON
➡️ Does it completely answer the questions of who, what, when, where, and why?
The aggregate functions of content experts and instructional designers and the creation of a new department may answer the need for a team to create instructional materials.
➡️ Is it sufficiently different so as to create a range of alternatives?
Improving payment facilities for student registration may expand to online payments. What secure applications offer this facility? Other relevant criteria may surface throughout the process. It is vital that staff members evaluate each COA for its strengths and weaknesses according to their functional perspective. Their contributions provide relevance and practicability, and paves the way for stakeholders’ buy-in and acceptance. The planning team summarizes the recommendations with supporting rationale for all COAs and presents these to senior management for their final deliberation.
FUNCTIONAL ANALYSES
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THE UCL COVID DIARY The choices that connect uncertainty and sustainability University College of London, UK Pre-COVID Teaching and Learning Approach: A research intensive institute. Teaching on campus for majority of undergraduate students, with practical sessions for laboratories and studios.
Course of Action: Connected Learning Keep students connected with their academic community through information and communication technology. Priority of practical courses for on-campus in-person learning.
Functional challenges International students face IT firewalls. Domestic students with health vulnerabilities. Financial hardship risks continuity of student’s education. Inequalities in student home study environment.
Adjustments Made Hardship funds for financially challenged students. Centrally supported software. Using low-bandwidth solutions as primary mode or as widely promoted alternative. Asynchronous online learning activities with flexibility for periods of illness, self-isolation or caregiving responsibility. Providing access to digital educational resources in different formats.
Agile and crisis leadership entailed making rapid decisions and novel adaptations during the COVID pandemic with students’ interest as paramount priority. During volatile, uncertain, complex and umbiguous times what emerged were themes for leadership, operational continuity, student welfare, pedagogy and technology infrastructure. (Varga-Atkins et al., 2021)
What's your take?
In your organization, how does management seek your functional perspective when they are about to change how things are done? How did it impact implementation? FUNCTIONAL ANALYSES
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IMPLEMENTATION
IMPLEMENTATION ALIGNED VISION WRITTEN BY APRIL LILY GOMEZ
An implementation plan will have the nuts and bolts for actualizing the strategic plan. This phase may be done as a pilot or small scale trials to allow debugging of the system. Success will depend on teamwork, effective communication, delegation to the operational team, individual and collective accountability.
Support services: students faculty administrative Crucial elements: detailed timetable allocation of assets assignment of tasks functional infrastructure clear institutional policies
FOOD FOR THOUGHT
"OVERPLANNING FOR THE IMPLEMENTATION PHASE MIGHT BE A WASTE DUE TO THE MUTABLE LANDSCAPE OF DISTANCE EDUCATION".
IMPLEMENTATION
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INFRASTRUCTURE
STUDENT SUPPORT INSTITUTIONAL ADAPTABILITY IS CRUCIAL FOR SUCCESS STRATEGIES REVISITED DUE TO COVID 19 SCENARIO: After months of planning and details for the implementation for your DE programs are fully prepared, COVID 19 hits your town!
PROPER STAFFING
CHALLENGES
OPPORTUNITIES
Focusing on the Implementation phase, where the leadership's vision and strategy alignment to the operational plans are critical, a health crisis like COVID-19 with long term consequences demand a revisit of the original assumptions of the strategic plan.
Meet New Expectations of Students: contactless transactions live tele-consultations greater flexibility in course delivery mental health support internet access support
Can the conduct of strategic planning be simplified for greater flexibility and efficiency? Are key strategies still appropriate? What changes need to be made for the success measures? Will the financial plans accommodate the added revisions?
THE POSSIBILITIES Embrace modernization Shift to more adaptive human resource policies. Strengthen community partnerships. Opportunity to reshape strategies based on new research and evidence.
IMPLEMENTATION
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ASSESSMENT
ASSESSMENT WRITTEN BY TERESITA LEGASPI The way in which strategic planning is formulated and executed has a significant impact on assessing whether or not it is effective. (Bryson et al., 2018, as cited in Poole et al., 2000). Internal or external pressures may need minor or significant course modifications to match the plan with the mission and vision of the institution.
Internal Assessment focuses on the review of the subsystem Course Design Teaching and Learning Student Support Subsystem Organization & Management Sub-system External Assessment focuses on opportunities and threats of the institution. Target learners technology, digital literacy Other educational institutions Partners and linkages Regulatory system Technology infrastructure (UPOU, n.d)
Internal Stakeholder - actively engage in the institution Faculty Learners School Administration External Stakeholder who are impacted in some way by the activities and results in the institution Parents Community Government non-government organizations
ASSESSMENT
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Formative Assessment refers to methods that examine misunderstandings, challenges, and learning gaps along the path. to identify design features that perform well, and those don't do well. suitable for process redesign or for developing a new process continual feedback
Summative Assessment determines whether or not an institutional goals and milestones have been met. examine the total process experience assessments happen before or after a redesign
ASSESSMENT
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PERIODIC REVIEW
PERIODIC REVIEW
ABOVE Integration of tools, communication, data, time during periodic reviews.
WRITTEN BY OLGA DIMALIG
The institution can respond to short-term volatility during the review period while preserving its longterm strategic objective. It acknowledges that planning is an ongoing, systematic process. the procedure, as well as the fact that the plan is a dynamic, live document (Watkins, 2004). The impact of changes to internal strengths and weaknesses, external opportunities, and threats, asassumptions, and the
original mission and goals must be identified and evaluated on a regular basis. The institution has to set up a regularity for the review procedure. As much as possible, it should be coordinated with current cycles, such as the annual budget cycle or academic cycles. Finally, it must decide how modifications to the larger organization will be made and lessons learned will be conveyed.
A CRUCIAL COMPONENT OF STRATEGIC PLANNING IS REVIEW
PERIODIC REVIEW
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HOW DOES DMU CONDUCT PERIODIC REVIEWS DE MONTFORT UNIVERSITY UNITED KINGDOM The university uses periodic reviews as a tool to evaluate programs and subjects overall, while also considering the quality and standards of the service provided and allowing for external and independent confirmation. By demonstrating the university's ability to self-regulate, this increases the confidence of outside organizations. Benefits of the process also include enabling new approaches and current practices to be developed and enhanced, and for good practice to be recognized and disseminated. The periodic review focus has been refreshed to ensure greater emphasis on risk management and flexibility regarding the format and mode (virtual, blended, face to face) of review events.
PERIODIC REVIEW TECHNIQUE ·The scope of each review must be such to enable appropriate level of scrutiny and consideration ·Faculty based collaborative provision will be included within faculty periodic review events. University Wide Learning (UWL) provision will have its own separate periodic reviews. ·Review groupings will be determined based on what it is reasonable for a panel to consider. ·Faculties and Educational Partnerships will continue to be responsible for fees and travel expenses for external panel members, catering etc ·There will be a risk-based approach to review
PERIODIC REVIEW
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KEYNOTES ABOVE
WRITTEN BY OLGA DIMALIG
Distance learning has revolutionized education in more ways than one due to innovations in technology-driven delivery media. It has fundamentally altered the strategic environment. Institutions no longer use state borders or a finite radius of a few hundred miles to define the market or assess competitiveness. The market and competition for the product of distant learning are now global. The distance learning institution must develop a strategy that allows it to reinforce its position against threats and weaknesses
The importance of digital link in strategic planning
while taking advantage of opportunities and strengths to flourish or survive in this environment. When done correctly, a strategic planning process offers a solution to today's problems. as Boar points out, he cautions that "the results of the process are only as good as the intellectual investment of the participants in thinking thoroughly about the challenges. What differentiates is insight, not the mechanical use of analytical procedures (1993, p. 15).
THE STRATEGIC PLANNING PROCESS, IS MORE OF AN ART THAN A SCIENCE
STRATEGIC PLANNING PAGE 22
REFERENCES Boar, B. H. (1993). The art of strategic planning for information technology. New York: John Wiley & Sons. CFI Team. (2022, January 30). Strategic analysis. Corporate Finance Institute. https://corporatefinanceinstitute.com/resources/knowledge/strategy/strategic-analysis/ De Montfort University of United Kingdom.homepage available at https://www.dmu.ac.uk/aboutdmu/quality-management-and-policy/academic-quality/periodic-review/periodic-review-homepage.aspx Deciding the course of action Kepner-Tregoe 1 - virginia tech. (n.d.). Retrieved July 20, 2022, from https://courses.cs.vt.edu/cs2104/Spring12/Notes/KTNotesDay5.pdf Department of Education. (2020). The basic education - learning continuity plan in the time of Covid-19. Retrieved July 20, 2022, from https://www.deped.gov.ph/wp-content/uploads/2020/07/DepEd_LCP_July3.pdf Developing strategy. CMI. (2020, September 17). Retrieved July 20, 2022, from https://www.managers.org.uk/knowledge-and-insights/resource/developing-strategy/ Grusenmeyer, D. (2009). Mission, Vision, Values & Goals. Ecommons Cornell. https://ecommons.cornell.edu/handle/1813/36906 Gurley, D. Keith; Peters, Gary B.; Collins, Loucrecia; Fifolt, Matthew ( 2015, May), Mission, Vision, Values, and Goals: An Exploration of Key Organizational Statements and Daily Practice in Schools. Journal of Educational Change, v16 n2 p217-242. DOI:10.1007/s10833-014-9229-x Hollingworth, Mark 2008 (Strategic Assumptions: The Essential (And Missing) Element of Your Strategic Plan. How to write a marketing plan: External and internal analysis for your marketing plan. (n.d.). Nibusinessinfo.co.uk. Retrieved July 20, 2002 from https://www.nibusinessinfo.co.uk/content/external-andinternal-analysis-your-marketing-plan ignousoe. (2011, February 3). Strategic Planning & Management in Distance Education [Video]. YouTube. https://youtu.be/1WK-pFqVLm4 Lesson 15 developing a course of action - USGS. (n.d.). Retrieved July 20, 2022, from https://wfdss.usgs.gov/wfdss/pdfs/WFDSS_101_Lesson_15.pdf Margo, E. (2013, April 13). The Power of Planning. Training Industry. https://trainingindustry.com/articles/strategy-alignment-and-planning/the-power-of-planning/ Marshall, S. (2013, June). Evaluating the strategic and leadership challenge. MERLOT Journal of Online Learning and Teaching, 9, pp. 216-227. https://jolt.merlot.org/vol9no2/marshall_0613.pdf
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REFERENCES Pisel, K. P. (n.d.). Strategic planning process model for distance education. Retrieved July 18, 2022, from https://myportal.upou.edu.ph/mod/resource/view.php?id=210333 Panda, Santosh. (2007). Strategic planning and distance education. In T. Evans, M. Haughey, & D. Murphy (Eds.), International handbook of distance education (477-498). Emerald Group Publishing. Varga-Atkins, T, Sharpe, R, Bennett, S, Alexander, S and Littlejohn, A. (2021). The Choices that Connect Uncertainty and Sustainability: Student-Centred Agile Decision-Making Approaches Used by Universities in Australia and the UK during the COVID-19 Pandemic. Journal of Interactive Media in Education, 2021(1): 16, pp. 1–16. DOI: https://doi. org/10.5334/jime.649 Quain, S. (2018, April 26). Why is goal setting important in organizations? Your Business. Retrieved July 20, 2022, from https://yourbusiness.azcentral.com/goal-setting-important-organizations-9317.html Rey, C. (n.d.). SWOT analysis: digital transformation in education. EHL Insights. https://hospitalityinsights.ehl.edu/swot-analysis-digital-transformation-in-education Road to Reliabiltiy. (n.d.). Lesson 2 2 What is Planning and Scheduling. [Video]. Youtube. https://youtu.be/S1JUYmoS14g Tait, A. (2013). Distance and E-Learning, Social Justice, and Development: The Relevance of Capability Approaches to the Mission of Open Universities. International Review of Research in Open and Distributed Learning, 14(4), 1–18. https://doi.org/10.19173/irrodl.v14i4.1526 The Open University (n.d) . https://www.open.ac.uk/ University of Wisconsin System Knowledge Bases. (n.d.). Retrieved July 20, 2022, from https://kb.wisconsin.edu/ UP Open University (n.d) Workshop A - Strategic Planning in ODeL. Youtube https://www.youtube.com/watch?v=slTvCcjTfCs&ab_channel=UPOpenUniversity Watkins, R. (2004). Ends and means: Aligning e-learning with strategic plans. Distance Learning Magazine, 1(5).
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EDDE
205
UNIVERSITY OF THE PHILIPPINES OPEN UNIVERSITY
MODULE 4 OBJECTIVE 1 Strategic Planning
