Elementos de integração do planejamento estratégico: um estudo no IFPE, com foco nas ações do Campus Afogados da Ingazeira.

Abstract

Strategic planning is being adopted by public institutions in a very successful way. In Higher Education Institutions (IES), the Institutional Development Plan (PDI) has been consolidated as a strategic planning tool, however, often it is worked out just for the fulfillment of an institutional formality, with no major concerns with the benefits it can provide when adopted as a management tool. In this context, this paper focuses on analyzing the strategic planning in the context of Higher Education Institutions to identify critical elements for its integration with the actions which are taken. Through case study, it was observed the influence of the critical elements for the integration between the IFPE's Institutional Strategic Planning, and the actions carried out under the Campus Afogados da Ingazeira. To understand the phenomenon within the IES, it was used the literature as a useful tool to explore the existing scientific knowledge on the subject and to analyze which elements are considered relevant in terms of the implementation process. When it approached the institutional sphere of IFPE, we used the documentary and field research, by analyzing the PDI, the Campus Afogados da Ingazeira's Action Plan and application of semi-structured interviews to assimilate the ratio of day by day shares with the planning tools. After the analysis of the critical elements and its relation to the integration of Campus Afogados da Ingazeira's shares with the strategic planning of the institution, the main results of the research show that strategic planning is not effectively used as systematically management tool. The responsible for the implementation of actions that would achieve the objectives it determined not realize the presence of planning as a legitimate guiding of daily actions. The proposed action to start the continuous improvement cycle of integration between the strategic planning and regular actions, focuses around the involvement of management to adopt strategic planning as a management tool; designation of leaders to facilitate the process of developing, monitoring and evaluation plan with the articulation of Rectory and Campi, and promoting participatory planning. The other solutions would arise as a result of these actions, as the process was being improved by new cycles of learning promoted by its monitoring and review.