I challenge all beneficiaries of the VET System


Step back from the insidious business/corporate models, old strategic planning formulas and the rampant ‘corporate speak’ for a while and take in a fresh view, before dragging out the last strategic plan, making a few cosmetic changes and spending a small fortune on a new glossy cover and propaganda.

It is imporatant to take into account the  Conflict of Interest that exists for For-profit VET System business owners, promoters, advisers, providers, etc. They are in a position where anything or anyone who might cause their business profit making to be reduced will likely be met with derision and spin-doctoring justification, despite the hijacking of educational theories to suit their own business related purposes, despite their rhetoric in marketing and promotions that include greater good, community and individual development.

Most organisations and publicly funded services have not defined what they are trying to do for whom, nor have they been able to measure or monitor their results – or they say they cannot do so. Whining that they are ‘important’ and ‘doing good work’ is insufficient justification for public funding accountability and grant opportunities that are increasingly available.

Take note. It really matters whether or not the performance of a public or private organisation is unknown, unknowable or downright useless. For their future viability, every public or private organisation should set out to benefit one clearly identified group of beneficiaries, and determine a single, long-term, verifiable, target figure that reflects what it is trying to do.

If such a target cannot be set the public or private organisation should be re-formed until this becomes possible. And, rather than the stakeholder theory that is commonly aligned with the corporate sector, organisations should adopt the ‘no harm principle’ and the ‘principle of engagement’ in its place – the “beneficiary theory”.

For vocational education and training, surely it is the trainee/learner who is to be the Primary Beneficiary Group.

In this regard, I say take your first brave step to a fresh view on VET Reform.

Another way of thinking.

A better way of thinking.

My strategic planning method is:

Work out what you are doing and for whom

  • Forget about ‘Vision’ and ‘Mission’!
  • What do you do?
  • For whom?
  • Why?
  • Primary intended beneficiary

Develop the Purpose Statement

  • 2*COPE Analysis (better than S.W.O.T.)
  • Categorising
  • Development of about six strategic statements – looking 3 to 5 years in advance
  • Development of Implementation Plan – looking to 12 month implementation

I challenge you, do it now.

2*COPE Analysis – (TM) www.headstogether.com.au


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