comparative analysis between the institutional development plan and strategic planning methodologies the case of the federal institute of education at minas gerais brazil

Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 174 (2015) 2962 – 2966 INTE 2014 Comparative analysis between the institutional development plan and strategic planning methodologies: the case of the Federal Institute of Education at Minas Gerais - Brazil Bontempo, P.C*; Moscardini, S.B.**; Salles, J A A.* * Faculdades Alves Faria ** Instituto Federal de Educaỗóo, Ciờncia e Tecnologia Sul de Minas Gerais Abstract This article presents a comparative analysis of the Institutional Development Plan (IDP) of the Federal Institute of Education at Minas Gerais (IFSULDEMINAS) with the methodologies of Strategic Planning Starting from a historical review of technical education in the country since the creation of the schools of apprentices until the formation of the federal education schools the article examines the role played by the IDP in this institution and if the IDP can be seen as a strategic planning methodology The case study included interviews with current managers of the IFSULDEMINAS and analysis of organizational documents We found that the PDI and Strategic Planning methodologies are similar in their development process However, it was possible to conclude that the PDI methodology still demands improvements © 2015 by by Elsevier Ltd.Ltd This is an open access article under the CC BY-NC-ND license © 2014The TheAuthors Authors.Published Published Elsevier (http://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of the Sakarya University Peer-review under responsibility of the Sakarya University Keywords: Strategic planning; technical education Introduction The Federal Government of Brazil, through the Ministry of Education and Culture (MEC) and its Program for the Expansion of Vocational Education (Proep) has transformed many isolated technical schools in Federal Institutes of * Corresponding author Jose A A Salles Tel.: +0011953010545 E-mail address: jose.salles@alfa.br 1877-0428 © 2015 The Authors Published by Elsevier Ltd This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of the Sakarya University doi:10.1016/j.sbspro.2015.01.1035 P.C Bontempo et al / Procedia - Social and Behavioral Sciences 174 (2015) 2962 – 2966 2963 Education Science and Technology The union of three technical schools at Minas Gerais gave rise to the Federal Institute of Science and Technology Education (IFSULDEMINAS) administered by a rector installed in Pouso Alegre This study starts with a historical review of technology education in Brazil and the legal requirements that emerged with the transformations that have occurred over time The methodologies of strategic planning were compared with the Institutional Development Plan (IDP) After this comparisons and analyzes, it was carried out a survey with managers of the IFSULDEMINAS for checking the similarities between both methodologies The history of the Federal Institutes of Technology Education begins in 1906, when the President of Rio de Janeiro created four professional schools (NUNES, REINATO, ROSA, 2009) The purpose of these schools was to supply industrial demands that were emerging in the country During the 100 years, these schools have gone through several transformations In 1937, they became high schools intended to supply mass production companies In 1959, these schools acquired teaching and management autonomy (NUNES, REINATO, ROSA, 2009) In 1978, the first Federal Centers for Technological Education emerged The National System for Technical Education increased the emergence of a Federal Network of Vocational and Technical Education in the country, transforming the federal technical schools in Federal Education Centers (CEFET) In 2004, the decree 5154, enabled schools and students freedom to choose which educational model to follow In the same year, the Federal Network of Technical Education was free to create and deploy courses at all levels of professional and technical education Finally, in December 2008, Law No 11,892 created 38 Federal Education, Science and Technology By the transformation and integration of Federal Centers for Technological Education The changes that occurred were not only in nomenclature Supervision became the responsibility of the MEC; the form of admission became to be through entrance exams The IFSULDEMINAS emerged in 2010 from the amalgamation of three independent institutes located in the same region Currently the institute has a rectory located in the city of Pouso Alegre I also has five campus located in the cities of Machado, Muzaffarnagar, Passos and Poỗos de Caldas The institute offers courses at all levels of education except doctoral degree - PDI and Strategic Planning With the transformations that have occurred in technological education, new legal requirements emerged and the Institutional Development Plan (IDP) is one of them This requirement resulted from the transformation of Institutes in Higher Education Institutions, placing them under the responsibility of the National System of Higher Education Assessment (SINAES) In April 2004 it was established the obligation of the IDP From May 2006, the plan needed to be carried out for the period of years and should contain elements that identify the IES as its philosophy, mission, teaching guidelines, financial, organizational structure and academic activities, current and desired features for years to come According to Francisco, Nakayama, Oliveira and Ramos (2012) the PDI consolidated the institutional policies and became the guiding instrument to help the schools to reach the effectiveness of the teaching and learning Rami and Spers (2007) define the importance of PDI in the context of the Brazilian reality as a conductor of strategic planning The concept of strategic planning emerged as a military concept to gain advantages over the adversaries (BERGUE, 2011) Following the military organization, companies began to assess their strengths and weaknesses, opportunities and threats of the environment, with the goal of placing in the top position of your competitors The process of developing a strategic planning involves analyzing the vision, mission, values and principles of the organization, firstly, based on this information takes place plans that meet these characteristics who seek a prominent position in the business market (OLIVEIRA, 2013) The purpose of planning is to define actions, projects and business objectives, assessing its consequences in order to reduce the uncertainty involved in the decision making process Planning is an activity performed routinely and in order to achieve a purpose it is essential to organize actions to achieve goals (MATOS, MATOS, ALMEIDA, 2007) For this to happen a continuous analysis of the external and internal environment is necessary The strategic planning process can summarized in four steps The first stage is responsible for operating organizational environment, values and vision In a second step, it is necessary analyze how to gain competitive advantage over competitors The third stage of planning summarizes to define the goals, strategies, policies and 2964 P.C Bontempo et al / Procedia - Social and Behavioral Sciences 174 (2015) 2962 – 2966 guidelines of the company To complete the drafting process, the fourth step, control and evaluate the activities planned for them to meet their specific goals Strategic planning is an ongoing process, as the constant reevaluation of proposed actions to apply to achieve their goals is necessary This continuous controls, and corrections applied where necessary, are actions that allow the development planning that meets the business needs The process to be correct and efficient requires a thorough knowledge of the organization, the aspirations and determination of its future desire Some authors studied the strategic planning applied to Higher Education Institutions (FERNANDES, CORRÊA, NOVAES, VIANA, 2009) According to the authors universities are increasingly adopting strategic planning, considering that this is vital tool in the development of a modern social institution The complexity and dynamics of planning at Brazilian higher education institutions are linked to governance issues that change with the opinions, case law, revocation and creating laws, ordinances resolutions, provisional measures, often created randomly and immediate manner, seeking solution (ROCHA, 2005) By conducting a comparative analysis between the institutional development plan and methodology for strategic planning, Mizael (2012) concluded that the PDI is an excellent tool for public management of Federal Institutions of Higher Education (IFES), as a mean of pursuing excellence in teaching, research and extension, as well as achieve their goals with effectiveness, efficiency and public transparency Despite the PDI have arisen from a legal requirement of the MEC for Higher Education Institutions it seems that it is very similar to strategic planning (FERNADES, CORREA, NOVAES, VIANA (2009) Andrade and Tachizawa (2006) also see similarities between Strategic Planning and PDI affirming that both, rather than a static document, should be seen as a management tool that contains early decisions about the line of action to be followed by schools in fulfilling its mission According to Rami and Spers (2007), PDI follows an "official script”, predetermined by the MEC for bureaucratic purposes of accreditation and follows the methodology of strategic planning The PDI therefore represents an excellent opportunity to assess the situation before, understand the present and the plan for the future, allowing mapping the direction that the institution can track and project the future position of the institution in the market For Bergue (2011) there is no conceptual incompatibilities between instruments According Schmitt and Mafra, (2003) similarity is evident, but not its applicability and only through research is possible to know the applicability of this instrument in each institution The authors cast doubt on the effectiveness of the Institutional Development Plan by saying that the plan guides the IES in their actions, but does not help the institutions think strategically - Methodology In order to verify the applicability of the PDI ate the IFSULDEMINAS it was made an analysis of documents and it was conducted a survey including the deans of the institution The documentary analysis showed that the PDI complies with all legal requirements as to the preparation process and the proposed objectives are compatible to the mission The chosen methodology was a case study, a methodology used in the analysis of contemporary events, interviews and observations We did analysis in order to verify the importance of the PDI for the institution and to understand if it represents a strategic planning tool The survey included the Provost and five Deans of the IFSULDEMINAS The issues addressed in the questionnaire aimed to determine the recognition of the PDI as strategic planning methodology, how it works and who should be responsible for its elaboration, if it is just a report or a strategic planning methodology, if there is an analysis of the past in this plan, whether it is democratic or centralized, if it generates commitment and if each department has a specific plan - Results The questions were analyzed in order to ascertain the applicability of PDI and what it represents for the current management of the IFSULDEMINAS It was attempted to verify how well this plan was developed and can compared to a strategic plan methodology Respondents stated that the PDI should be built in a participatory and democratic, involving all levels of the IES P.C Bontempo et al / Procedia - Social and Behavioral Sciences 174 (2015) 2962 – 2966 2965 and the community, in spite of adopting these actions as political action and not as a division of responsibility and knowledge exchange They also point to the existence of the four stages of Oliveira (2013) in the preparation of this PDI process However, recognize the plan as static and reevaluation of plans due to new government claims that arose after the completion of the IDP Through the responses obtained, it can be stated that the PDI is seen as a mere report by the majority of academic technical community, perhaps for lack of physical structure and staff in the Institute It was observed that the PDI was restricted to the decision making level despite being a public document However, respondents recognize that involvement generates commitment and power sharing Thus, the democratization of the PDI is essential for its implementation The interviewed managers recognize the importance of the current IDP but find that the instrument needs to be more specific in its requirements and proposed actions Some of them believe the PDI was done more to report than to guide actions and that it was built without much precision The institution was very new and the PDI was prepared without full knowledge of the institution As a result, today the PDI does not represent the reality of IFSULDEMINAS These results show the importance of reevaluation of proposed actions and correction of faults to continue directing the IES The responses of managers show that PDI, in addition to long-term planning, actions must exist in the short term, "with course corrections, due to new found realities” Another respondent adds: "I think as a manager that the PDI is an institutional planning in strategic and tactical terms because it addresses the institutional horizons in the medium and long term, detailing human, financial and structural resources." There was no consensus on the answers given by managers on the existence of specific plans for each area None of the responses concluded that each area is structured and planned to meet the proposed objectives It was possible to verify that the PDI is a director of the guidelines and goals driven by government plans that aim to meet the socioeconomic and cultural needs of the regional population However, from the interviews it was possible to observe that the actions, plans, guidelines and specific goals not analyze the changes that the environments suffer, much less adapt to them It could be observed that the PDI was not adapted to environmental changes and soon became outdated an underutilized In conclusion, at the IFSULDEMINAS the PDI is not yet being used as a strategic planning although managers value it as an administrative tool Some limitations of this study include that it was not to monitor all stages of development Also the fact that its use could be checked only on the point of view of managers and not in the institution as a whole Still, it is possible to verify the importance to be given to the Plan of Institutional Developments in the management of the Institution of Higher Education References ANDRADE, R.O.B.; TACHIZAWA, T Gestóo de instituiỗừes de ensino 4êed rev e ampliada Rio de Janeiro: Editora FGV, 2006 BERGUE, S.T Modelos de gestóo em organizaỗừes pỳblicas: teorias e tecnologias gerenciais para a anỏlise e transformaỗóo organizacional Caxias Sul, RS: Educs, 2011 DELGADO FILHO, A.B.; BACIC, M J Planejamento Estratégico em Universidades Pỳblicas: Diferenỗas e Recomendaỗừes Florianúpolis: NUPEAU/UFSC IV Colúquio Internacional sobre Gestão Universitária na América Sul, 2004 FERNANDES, S.; CORRÊA, F.S.; NOVAES, A.L.; VIANA, J.S Análise processo de formulaỗóo de um plano de desenvolvimento institucional: o caso de uma instituiỗóo pỳblica de ensino superior IX Colúquio Internacional sobre Gestão Universitária na América Sul Florianópolis 2009 Disponível em: https://repositorio.ufsc.br/bitstream/handle/123456789/35884/An%C3%A1lise%20do%20processo%20de%20formula%C3%A7%C3%A3o%20d e%20um%20plano%20de%20desenvolvimento%20institucional%20O%20caso%20de%20uma%20inst.pdf?sequence=1 Acesso em 22 de maio de 2013 FRANCISCO, T.H.A.; NAKAYAMA, M.K.; OLIVEIRA, P C.; RAMOS, A.M A contribuiỗóo PDI nas atividades de planejamento e gestóo das instituiỗừes de educaỗóo superior Disponớvel em: http://periodicos.ufsc.br/index.php/gual/article/view/1983- acesso em 17 de maio de 2013 Revista GUAL, Florianópolis, v 5, n 3, p 81-107, dez 2012 MATOS, J.G.R., MATOS, R.M.B., ALMEIDA, J.R Análise ambiente corporativo: caos organizado ao planejamento estratộgico das organizaỗừes Rio de Janeiro: E-papers, 2007 2966 P.C Bontempo et al / Procedia - Social and Behavioral Sciences 174 (2015) 2962 2966 MIZAEL, G A Avaliaỗóo Plano de Desenvolvimento Institucional das universidades federais Consórcio Sul-Sudeste de Minas Gerais 2012 128 p Dissertaỗóo (Mestrado em Administraỗóo) - Universidade Federal de Lavras, Lavras, 2012 NUNES, V.B.; REINATO, E.; ROSA, R Centenỏrio da Rede Federal de Educaỗóo Profissional e Tecnológica – Uma história de muitas histórias Brasília 2009 OLIVEIRA, D.P.R Planejamento estratégico: conceitos, metodologia e práticas 31ªed São Paulo: Atlas, 2013 RAMI, G.M.O.; SPERS, E.E Planejamento estratégico: A competờncia empresarial nas instituiỗừes de ensino superior Disponớvel em: http://www.unimep.br/phpg/mostraacademica/anais/5mostra/5/220.pdf Acesso em 26 de abril de 2013 ROCHA, R.M.C Análise processo de implantaỗóo plano de desenvolvimento institucional: uma contribuiỗóo gestóo no ensino superior no brasil Dissertaỗóo de Mestrado Faculdades Integradas de Pedro Leopoldo Belo Horizonte – MG 2005 Disponível em: http://www.redemebox.com.br/index.php?option=com_content&view= article &id=23483; acesso 17 de ago 2013 SCHMITT, J.L.; MAFRA, W.J O planejamento estratégico servindo para a elaboraỗóo plano de desenvolvimento institucional XXIII Encontro Nac de Eng de Produỗóo - Ouro Preto, MG, Brasil, 21 a 24 de out de 2003 Disponível em: http://www.abepro.org.br/biblioteca/ENEGEP2003_TR0702_1103; acesso em 15 agosto de 2013 YIN, R.K Estudo de caso: planejamento e mộtodos Traduỗóo de Daniel Grassi 2êed Porto Alegre: Bookman, 2001  ... define the importance of PDI in the context of the Brazilian reality as a conductor of strategic planning The concept of strategic planning emerged as a military concept to gain advantages over the. .. measures, often created randomly and immediate manner, seeking solution (ROCHA, 2005) By conducting a comparative analysis between the institutional development plan and methodology for strategic planning, ... at all levels of education except doctoral degree - PDI and Strategic Planning With the transformations that have occurred in technological education, new legal requirements emerged and the Institutional