“双高计划”需着力破解项目制治理痛点

Core Viewpoint - The release of the Ministry of Education and the Ministry of Finance's notice on the implementation of the "High-level Vocational Schools and Programs Construction Plan (2025-2029)" marks the official launch of the second phase of the "Double High Plan," aimed at advancing high-quality development in vocational education and better serving the strategy of building an education powerhouse [1] Group 1: Background and Significance - The "Double High Plan" is a significant strategic deployment for China's higher vocational education, addressing challenges posed by the new economic and technological landscape dominated by artificial intelligence, Internet+, and big data [1] - The first phase of the "Double High Plan" successfully established benchmark institutions with advanced hardware and notable reform outcomes, but also revealed deep-seated issues stemming from the project-based governance model [1] Group 2: Pain Points of the First Phase - The project-based governance model has four major pain points: - Strategic disconnection, where projects are not aligned with the long-term development of schools, leading to a disconnect between project goals and actual needs [2] - Resource fragmentation, which exacerbates disparities among institutions and creates barriers within schools, hindering resource sharing [2] - Short-sighted processes, focusing excessively on project application and acceptance rather than on genuine innovation and internal development [2] - Digital incapacity, where information technology investments have not effectively empowered governance, resulting in data silos and reliance on experience for decision-making [2] Group 3: Governance Solutions for the Second Phase - The second phase of the "Double High Plan" requires a systematic reconstruction of governance models to transition from project management tools to a governance model that deeply integrates strategy [3] - Emphasizing strategic alignment, schools must clarify their strategic positioning and use it to guide project selection, ensuring projects serve as vehicles for strategic goals [3] - Establishing a matching evaluation mechanism for projects to ensure alignment with school development strategies and regional industry needs [3] Group 4: Resource Allocation and Process Management - Innovating resource allocation by creating a school-level resource pool to support cross-disciplinary collaboration and mitigate the "Matthew effect" [4] - Promoting resource sharing through a unified platform for large equipment and training bases, enhancing resource utilization efficiency [4] - Optimizing process management by implementing dynamic monitoring and early warning systems to shift from post-event corrections to real-time control [5] Group 5: Digital Transformation and Management Process Reengineering - Focusing on breaking down data silos and establishing a unified data governance framework to enable data-driven decision-making [6] - Leveraging digital transformation to streamline management processes, reducing administrative burdens and allowing staff to focus on strategic initiatives [6] - The second phase of the "Double High Plan" is not only a construction competition but also a governance competition, aiming to integrate short-term efficiency with long-term strategic goals [6]