Educational Development in the Small States of the Commonwealth

2310-1822 (online)
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This series focuses on the impact of scale on the development of national education systems in the small states of the Commonwealth. Experienced educators and administrators from the Caribbean, the Mediterranean, Africa, the Indian Ocean, and the South Pacific examine curriculum, training, post-secondary education, technical education, distance education, regional co-operation and aid for education in the context of problems and challenges set by the smallness of scale.
Educational Consultancy in Small States

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Marie-Pierre Lloyd, Steve Packer
01 Jan 1994
9781848595057 (PDF)

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Based on a panCommonwealth training workshop held in 1992 at the University of the South Pacific, this volume explores the skills required of the consultant and the ways in which institutions within small states can develop their consultancy capacity. It is presented as a useful manual for those with responsibility for managing educational consultancies.
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  • Preface

    An inescapable problem for small states is how to access specialist knowledge when the national pool of human resources is constrained by size. This is a difficulty for ministries of education and for educational institutions. The most usual response to this situation is to draw on technical assistance, often as part of a wider aid package, from industralised countries or international agencies.

  • Introduction

    In 1992, a pan-Commonwealth training workshop on educational consultancy in small states was organised at the University of the South Pacific's Vanuatu complex. The Vanuatu Workshop participants recommended that the materials used and the ideas exchanged at the workshop be compiled into a resource manual.

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  • Expand / Collapse Hide / Show all Abstracts The Context

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    • The circumstances in small states

      There are a large number of small states. One recent study lists 79 states and territories with populations below 1.5 million (Bray and Packer, 1993, p. xxii). The geographical distribution of these states is shown in Figure 1 which highlights the concentration of small countries in the Caribbean and the Pacific.

    • The nature and purpose of consulting

      The assistance rendered to a client which could solve a problem and thereby bring about a change or improvement in a state of affairs within some clearly defined area of activity.

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  • Expand / Collapse Hide / Show all Abstracts The Consultant

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    • The consulting process

      Various models of the consulting process, ranging from three to ten phases, can be found in the literature (Kolb and Frohman, 1970).

    • Consulting skills and characteristics

      There is no perfect or ideal consultant model but there are some common characteristics in consultancy which differentiate it from other professions requiring a high level of technical knowledge but which have other objectives and methods of intervention (for example, research, teaching).

    • Conducting an assignment

      An assignment is a project and project management techniques should therefore be applied.

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  • Expand / Collapse Hide / Show all Abstracts The Consulting Organisation

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    • A sound strategy

      Every consulting firm has a number of options in defining its market and strategy. This section outlines the main steps in applying a systematic approach to strategic management. Strategy should be based on hard data.

    • Structuring your consulting organisation

      There are a variety of structural and institutional arrangements for handling consultancy work. Whatever arrangement is adopted by any particular consulting organisation will reflect many factors, including the organisation's nature and volume of activities, the personalities involved, the strategy chosen, tradition, and the legal and institutional environment. Some teaching institutions in small states will need to create new structures to handle and manage consultancy work.

    • A proactive marketing approach in consulting

      Marketing is essential for success in the consulting business. It is ultimately directed at convincing prospective clients that their needs can be met and their problems solved through your specific services.

    • Costing and pricing consulting services

      Running an effective and efficient business requires that both you and your clients must be convinced that the price of the service and the financial terms of the contract are correct.

    • Financial and operational control

      The operating budget is the basic management tool for controlling the financial side of your consulting organisation's operation. The budget should include all expenses your organisation expects to incur during the budget period, and the projected income fixed at a level required for recovering expenses and ensuring an adequate profit. If budget preparation reveals that the budget cannot be balanced, you must review the work plan and the planned expenditure to keep them within realistic limits, and to re-examine the costing, pricing and other assumptions underlying the two sides of the budget.

    • References and Further reading
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