Olabide Ikastola - Euskalit

2 STRATEGY strategy
EFQM Excellence Award 2010 18
2c. Strategy and supporting policies are developed, reviewed and
Analyse relevant
information and
perform SWOT
analysis
Approve SP
and BP
Communicate
SP and
BP
Review SEP,
SCP and
MVV
Prepare budget
for SP and BP
Develop
actions of
the BP
Identify or review the Strategic
Priorities derived from the
elements of the Mission-
Vision.
Monitor
delivery
of BP
Draw up
annual BP
Draw up or
refine SP
Close BP
and SP
Fig.2c1: Flowchart for Strategy formulation
Approach and deployment
As explained in 2a and 2b, in Olabide we have identified and deployed
a system of information sources designed to enable the
MT to draw up and develop Strategy aligned to the Olabide MVV
and based on external stakeholder needs, the external environment
and the internal performance and capabilities of the school.
The flowchart for drawing up Strategy is illustrated in Fig. 2c.1.
Analysis of relevant information gathered
All relevant information for strategy formulation is made available
to the MT using the format and characteristics described in
2a and 2b. The MT then subjects this information and data to
SWOT analysis as the basis for drawing up or refining the existing
Strategy Plan (SP), thus ensuring its alignment to the needs and
expectations of all stakeholders.
Review of basic documents
Output from SWOT analysis is used by the MT for proposing
possible refinements to the Olabide basic documents, i.e. the
MVV, School Education Plan (SEP) and School Curricular Plan
(SCP). The full pre-2009 Olabide Mission and Vision statements
are presented in the Overview to this submission document, whilst
the refined versions for the current SP 2009-12 are shown in the
Qualification File (Dec. 2009). Pre-2009 Values are listed in 1a.
The proposals of the MT are submitted to the GB for approval;
if the GB approves the proposal, it then defines a calendar for this
work to be done and appoints a team to manage it. This team,
composed of cooperative member (parents) representatives and
members of the MT, draws up draft reviews of each basic document
and submits them to the GB and the Steering Committee
for further discussion. On completion of this first stage, the draft
versions are submitted to all teaching and non-teaching staff for
them to put forward their contributions and suggestions to the
Review Team, who then draw up an amended document to be
submitted to the Assemblies of Class Representatives. Once the
opinions and ideas of the class representatives have been taken
into account, the final draft is provisionally approved and submitted
to the General Assembly of Cooperative Members for their
definitive approval. This cycle is repeated every 4 years, the latest
review cycle having taken place in 2009, although interim reviews
are occasionally conducted such as in 2006, when Olabide commitment
to sustainability, environmental preservation and Corporate
Social Responsibility was integrated into the documents.
Over time, Olabide has had 4 Strategy Plans, with starting years
of 1991, 1998, 2004 and 2009 respectively. In 2009, the MVV,
Olabide statutes, SEP and Internal Rules and Regulations (IRR)
were refined, whilst the SCP and the Employees’ Handbook are
due to be reviewed in 2009-10. The SEP, which contextualises and
supports the MVV and is deployed through the SCP, is refined
on the basis of changes to the regulatory framework governing
education. The SEP was also refined in 2007-08, in response to
the application of the Spanish Fundamental Law of Education
and the New Basque Curriculum, the review of which is due to
be completed in Olabide by the end of 2009-10.
Drawing up the SP and annual BP
The SP 2004-09 was designed with a different approach from the
previous one, the consequence of learning with the Overcall consultancy.
The improvement consisted of drawing up the SP on 3
levels and using 3 documents:
• D1: the first level, identifying a series of elements derived from
the Mission and Vision statements and determining the Critical
Success Factors (CSF) for their delivery, their measurement and
projected 4-year target values;
• D2: a series of Strategic Priorities (StP) were associated with the
previously identified Mission and Vision elements, taking into account
the needs and expectations of all stakeholders and planned
to be deployed over a 4-year time frame; and
• D3: an annual Business Plan, determining a series of actions to
be taken to deliver each strategic priority, the processes involved,
a time frame for the actions and responsibility for their delivery.
An extract is shown in Fig. 2c.3.
An extract of D1 and D2 is shown in Fig. 2c.2. The draft BP is
submitted every year to the GB for provisional approval in July,
and is definitively approved in the first half of September and
subsequently endorsed in the General Assembly of Cooperative
Members. To maximise stakeholder participation in the formulation
of the BP, the MT submits it to the GB and all teaching and
non-teaching staff for their suggestions. BP activities, targets and
indicators are agreed to on a consensus basis between the MT and
all process owners, Management and Improvement Teams (MIT)
and project leaders.
With regard to ecological sustainability, Olabide has a clear social
commitment to the environment. This is manifest through our involvement
in the Bizi Zaitez Project to promote cycling (for both
pupils and staff) as a means of transport to and from school, our
commitment to the Agenda 21 Project, the actions taken in the
school to reduce energy consumption (including sensor-activated
lighting for a rational use of electricity) and equipping the school
with solar panels as a renewable source of energy. This commitment
was reflected in our MVV in 2006. All actions associated to
people-related StP (3.1, 3.2, etc.) are designed to ensure societal
sustainability, i.e. that our people’s efforts are sustainable and will
not lead to burn-out.