Dilemma And Solution:Strategic Planning Of The J Vocational School

With the development of socialist market economy, the adjustment of industrial structure and the negative effect from market on the vocational education, Chinese secondary vocational education is facing unprecedented challenges. At the same time, it also brings good opportunities for its development. It has clearly proposed in National medium and long term plan for educational reform and development from 2010 to 2020, that the Chinese government should promote education equity, allocate education resources rationally, concentrate on narrowing the regional gap, tilting to the rural areas and outlying and poverty-stricken areas and ethnic minority areas, and vigorously develop and increase the additional financial and policy support on the secondary vocational education of minority areas.J School is the only state-run secondary vocational school in Zhuo County. She was founded in 1995. With more than 20 years’development, it has become the model vocational school in Hunan province. Zhuo County is a minority autonomous county and a typical poor and remote area in Hunan province, but its economic growth and social development are exceptionally fast. Through the interviews of the leaders, teachers, students and a systematic investigation of the school, the author focuses on stating the developing situation of the school from 3 aspects, which are career development, faculty growth and campus construction, and then deeply analyses the difficulties facing the school development and the sources of these troubles, and finally make some strategic suggestions for the development based on the objective reality of school.In the author’s opinion, the developing dilemma faced by the school is mainly reflected in 6 aspects, which are the unreasonable arrangement of vocational curriculum, the relative weakness of the faculty, poor quality of students resource, the serious shortage of school investment, the bad conditions of experiment and workshop as well as employment difficulties of graduate students. The reasons that lead to the plight of the school are various. It’s not only the external factors, such as the poor state support, low social recognition, lagging ideas of employing units, but also the internal factors from the school, i.e. The serious lag of school-running concept, the ambiguity of school orientation and the lack of strategic thinking. Therefore, the author suggests that the school leadership should start from the following 3 steps if it wants to get out of the dilemma. First, make clear the school-running concept and school vision. Second, concentrate on the 6 constructions which include top-rank specialty, school culture, faculty growth, school and enterprise partnership, leader ability and quality assurance. Third, explore the school-based strategic pathways, such as innovation-driven educational ideas, market-oriented school-running system, mutual-benefit financing strategy, creative expert-gathering policy, contract-training employment project and harmonious partnership and so on.