Introduction
A strategic plan is key to achieving a set objective, including improving education performance, teacher-student relationships, and performance outcomes. According to Slade et al. (2019), a strategic plan involves setting primary objectives and accompanying actions. School districts have a strategic plan that helps enhance student outcomes while considering the demographic. In addition, the plan also considers the budget that the school is allocated. It is essential to note that the strategic planning for a school is different from a business organization. Flores and Leal (2023) argue that the school’s plan provides a detailed map guiding the stakeholders in playing their role and achieving the set objectives. Focusing on K-12, which starts from kindergarten to grade 12, the plan assesses resources and determines steps to guide the institutions to achieving objectives. This plan will guide the educational institution to achieve academic performance, financial growth, and community involvement. This essay explains introducing a strategic plan to K-12 involving the purpose, process, and participation. The paper also discusses the organizational history identifying its role and how it positions itself to achieve set objectives.
Purpose of Strategic Planning
Strategic planning is a key factor in ensuring that educational organizations are working and taking actions directed toward achieving set objectives. Therefore it fosters district leaders to unite and collaborate in promoting educational success. In addition, the plan nurtures an environment that has strong leadership. Notably, leadership plays a focal role in ensuring the action identified, including the policies and regulations, are followed. In addition, they communicate the plan to the staff, which helps achieve the desired objectives.
Falloon et al. (2020) note that strategic planning is fundamental in ensuring that the educational institution is agile and responsive. The plan centrally helps leaders make appropriate decisions and implement effective innovation for student learning outcomes. An adequate plan organizes the staff and school time. Therefore whether it is an elementary or high school with a complex organization including district board, union, and other stakeholders, the plan includes and organizes all the factors and promotes effectiveness.
The strategic plan also encourages investment in children’s education, including the community. While engaging in education ensures that the institution adopts the most effective strategies for ensuring that the school meets the set standard. As a result, the plan helps improve the quality of education. Slade et al. (2019) suggest that the strategic plan identifies the educational institution’s purpose, values, and mission.
Lastly, the play improves the financial efficiency of the institution. The organization’s financial position determines whether the institution will achieve long-term objectives. Financial planning ensures that the institution acquires the resources critical to organizational goals. Besides, with a budget, the institution may realize its goal and fail to provide adequate education for K-12 schools.
Process of Strategic Planning
The strategic plan adopts the most effective process based on the institution’s dimensions, including the size, stakeholders, and other influential factors. The first step in creating the plan involves setting goals. Therefore the key stakeholders meet and organize the strategic planning. This ensures that the teachers, district leaders, community, and parents are part of the process. This step also involves reviewing whether the mission is uniform and aligns with the new plans. In addition, the community is involved in the decision-making, especially since they are part of the external environment and contribute to the children’s education process. Therefore, the process also involves assessing the environment by identifying its strengths and opportunities. Consequently, identifying the weaknesses can help adjust the plan to promote the strength.
Secondly, the process identifies the legal and regulations of the state applying to the organization. In addition, the strategic planning team also ensures that it complies by acquiring the necessary resources. This step will promote adherence to laws that help meet educational standards and quality.
The following steps in the process include the future in the plans. Here, Klimaitis and Mullen (2021) indicate that identifying educational trends is crucial in identifying and implementing strategies beneficial to student outcomes. This will also align with the determination of funds required to meet the objectives. The process is significant in ensuring that the strategy successfully promotes student performance, teachers’ roles, and leaders.
Lastly, the process concludes with a report identifying the suggestion, goals, missions, and actions that will ensure the strategic plan’s success. When implemented, the process involves evaluation which is crucial in identifying whether the identified approach is practical or needs changes. As a result, the facilitators can help support and insight into the progress.
Participation
Participation involves the critical stakeholder’s role in the decision-making process. The teachers are fundamental since they understand the dynamics involved in school teaching. The teachers and administration can identify the changes in the school approach that can enhance learning. In addition, they can identify the goals, enhancing strategic planning. According to Dusenbury et al. (2019), these participants can identify resources and help compile a detailed school budget. Therefore they play a fundamental role in creating a strategic plan.
The leaders, including the district support, are also primary participants in the planning. Notably, these leaders identify whether the proposed approach to enhancing the school’s role in education is following the set laws and guidelines. In addition, they provide insight into the strategic planning employed in other organizations that can benefit the institution.
Lastly, student and community involvement indicates the institution is inclusive. Strong participation ensures that the planning stages are in detail and cover the organization’s different areas, including the internal and external environment. The input from this individual is fundamental in ensuring the strategic plan has involved the primary factors. The community, for instance, will identify how the school can promote good relationship and their role in promoting education. The participant provides feedback that important to decision-making. In addition, they help connect the various aspect of the institution to ensure that the budget, resources, and actions align with the goals and objectives of the organization.
Organizational history
The institution provides K-12 education in an urban center. It priors students are starting from kindergarten to joining college. It has adequate teachers who play a fundamental role in the institution’s leadership, growth, and development. It adopted an approach where the teacher fosters a beneficial relationship with the student by creating a friendly environment for learning. It is essential to note that the institution has a long history, and since it is public, it has a large population of middle and lower-income families. Besides, it has ensured that the district laws through the educational leadership identify critical factors to strategic planning. The parents and community have also been part of the institution’s decision-making, especially in creating long-term success.
References
Dusenbury, L., Yoder, N., Dermody, C., & Weissberg, R. (2019). An examination of frameworks for social and emotional learning (SEL) reflected in state K-12 learning standards. Measuring SEL: Using Data to Inspire Practice.
Falloon, G., Hatzigianni, M., Bower, M., Forbes, A., & Stevenson, M. (2020). Understanding K-12 STEM education: A framework for developing STEM literacy. Journal of Science Education and Technology, 29, 369-385.
Flores, A., & Leal, D. R. (2023). Beyond enrollment and graduation: Examining strategic plans from Hispanic-serving institutions in Texas. Journal of Latinos and Education, 22(2), 454-469.
Klimaitis, C. C., & Mullen, C. A. (2021). Including K-12 Students with Disabilities in STEM Education and Planning for Inclusion. Educational Planning, 28(2), 27-43.
Slade, M. L., Burnham, T. J., Catalana, S. M., & Waters, T. (2019). The Impact of Reflective Practice on Teacher Candidates’ Learning. International Journal for the Scholarship of Teaching and Learning, 13(2), 15.
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