Benchmark – K-12 Strategic Plans Matrix

Strategic planning is a task all leaders must perform. It is often easier to see what others have done to draw on their experience. This assignment will allow you to review three plans that you have researched.

General Requirements

Use the following information to ensure successful completion of the assignment:

• Use the template titled “K-12StrategicPlanComparisonMatrix.”
• This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
• Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.
• Refer to the Publication Manual of the American Psychological Association for specific guidelines related to doctoral-level writing. The Manual contains essential information on manuscript structure and content, clear and concise writing, and academic grammar and usage.
• This assignment requires that at least two additional scholarly research sources related to this topic, and at least one in-text citation from each source be included.
• You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.

Directions

Complete the “K-12 Strategic Plan Matrix.”

Compare three K-12 strategic plans. In your comparison, refer to the following categories:

1. Mission, vision, and goals
2. Internal and external stakeholders
3. Facilities
4. Professional development

Write a synthesis (1,000-1,250 words) of your matrix findings. Include the following:

1. How were the internal and external stakeholder relationships considered in the plans?
2. What are the most significant elements of governance and structure that were evident in all of the plans?
3. How do these plans support continuous school improvement and sustainable change? (Benchmarks C7.5: Analyze the development of a comprehensive learning plan for K-12 education that supports continuous school improvement and sustainable change.)
4. How will the knowledge gathered in this assignment be used in your future?

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   Youting Zhang

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   Summary

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   Stakeholder participation is one of the most important precursors to the successful

   implementation of a strategic plan. Therefore, the strategic planners must engage in processes

   that seek to determine the extent to which an education system can effectively address the

   K-12 Strategic Plan

   Youting Zhang

   Grand Canyon University

   Dec. 11, 2020

   Benchmark: Strategic Planning

   Synthesis

    

    

   requirements of the existing and future stakeholders. Indeed, such a planning exercise is often

   influenced by stakeholders’ perceptions of value in different dimensions. Additionally, the

   techniques used to implement the strategic plan often shape how the utility will leverage the

   opportunities and address the constantly changing conditions to deliver valued services

   (Mukhopadhyay, 2020). Approaches that bear fruits are those that meet or exceed the

   expectations of internal and external stakeholders. Failure to incorporate stakeholders into the

   decision-making process the planners and change agents run the risk of their implementations

   being declared dead on arrival as it can be potentially met by resistance. In light of the above,

   planning for stakeholder participation and engagement ahead of time is essential in that it

   promotes the likelihood of acceptability of a proposal.

   Both the internal and external stakeholders can be engaged to provide their insights into

   the effectiveness of the mission, vision, and strategic goals. Therefore, internal and external

   stakeholders should interact in in-depth discussions in order to provide proposals that can

   sufficiently develop an effective implementation and evaluation model. For instance, the

   policymakers, school leaders, and change agents should design the right channels through which

   these stakeholder groups can communicate, collaborate and coordinate in the education system

   improvement exercises (Malone, 2015). They can, for example, hold group meetings that bring

   them together to confirm their collective vision, mission, and goals. This effort can effectively

   explain the importance of the strategic planning process to them so as to minimize a possible

   resistance to change. In particular, face-to-face meeting sessions should be convened to bring

   them together so that they can reach a consensus on what to include in the planning process.

   Once such plans have been designed, it is important that all the stakeholders review and provide

   their comments on their potential strengths and shortcomings. More importantly, all stakeholders

   should be engaged during the closure, implementation, and evaluation processes to examine the

   lessons learned, and determine the key areas that need constant improvements. Therefore,

   adopting an effective two-way communication channel between the two stakeholder groups can

   generate the desired objectives of plan.

   The relationship between the external and internal stakeholders is very crucial since

   school performance depends on how they interact. For instance, in plan 1 the director of the

   institution works closely with the board of governors since he must be the secretary of the board.

   Plan 2 adopts a model that allows both internal and external stakeholders to efficiently work

   jointly; the school management interacts with the district director of education concerning the

   institution’s performance. Strategic plan 3 illustrates how the chancellor of the institution can

   work jointly with the ministry of education in service delivery to the institution.

   Elements of Governance and Structure in the Plans

   In any institution, there is a need for there to be an effective, diverse board providing

   leadership, a division of responsibilities between the directors and internal control systems; a

   view of monitoring and evaluation with necessary actions being taken. Considerably, official and

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   transparent remuneration structures and practices are important. Engagement and dialogue with

   investors/shareholders and all stakeholders (Tracy, 2012). However, if an institution does not

   approach governance with foundations built on the four fundamental general principles of

   fairness, transparency, responsibility, and accountability, then its performance will not be

   appealing to the stakeholders.

   Advisory Element

   The advisory board is one of the most traditional styles of nonprofit governance seen

   today. Members of an advisory board typically have little direct decision making power but very

   high influence over the director. An advisory board will be made up of industry luminaries who

   can provide highly professional skills and a vast network of connections to the nonprofit. The

   institution benefits massively from these skills and connections, leveraging them to boost

   credibility, fundraising, and advertising (Detthamrong, Nongni, & Chaiporn, 2017). They must

   complete a self-evaluation that examines the progress of the school, achievement of goals against

   the approved work plan or objectives. However, statement from the director and Management

   Board on whether the committee is still required should be dissolved or if there are

   recommended changes.

   Cooperative Element

   However uncommon this model might be in larger institutions, a cooperative board is one

   where all members make consensual decisions as equals. It’s the most democratic governance

   model, only acting on decisions that have passed proper voting procedures and requiring every

   member to be committed to the institution’s mission. There is no real hierarchy in a cooperative

   board, only the group consensus. The strategic plans find out this most effective model of

   governance since all the stakeholder’s decisions are considered to be of equal importance

   (Detthamrong, Nongni, & Chaiporn, 2017). The director can consult the ministry of education

   with channeling their issues through the district director of education.

   Management Team Model

   One of the most popular governance models for small- to medium-sized institutions, the

   management team board takes a lot of cues from corporate-style management structures. The

   board will be split into department committees, each responsible for HR, fundraising, event

   planning, marketing, any area that needs overseeing. There will likely be a few more members

   sitting on this style of board to facilitate this. This allows board members to focus and develop

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   their skills in a particular area and keep decision-making as efficient as possible (Detthamrong,

   Nongni, & Chaiporn, 2017). Each objective should have a plan that details how it will be

   achieved. The amount of detail depends on the amount of flexibility you want your director and

   team to have. The more detail provided the less flexibility exists for those that follow the plan.

   The financial strength of a particular institution moderates the effect on an organization’s

   performance. The 3 models of strategic plans advocate for a reduction in the cost of delivering

   education to the students (Detthamrong, Nongni, & Chaiporn, 2017). The plans continuously

   support the school improvement and substantial change by ensuring the school has vital facilities

   such as libraries, laboratories, school clinics, and administration block thus conducive learning

   environment. The plans address the progressive development of pupils from elementary to the

   12th grade. The plans incorporate professionalism across the teaching and subordinate staff.

   They are also sustainable since they focus on the general development of the school.

   Conclusion

   The findings will be crucial in the school expansion program since it includes the process

   of building the school’s various facilities that are long-lasting. The plans also describe various

   leadership structures that are of great consideration when recruiting or hiring a new school

   director. The proposed strategic plans for institutions outline the specific channel of

   communication that involves both the internal and external stakeholders. Further, they have

   highlighted the professional development of the teaching staff. The suitability of an institution to

   emphasize professional development by offering a work-study program to the teacher is

   inevitable. The strategic plans validate the school district’s mission, vision, values, goals, and

   objectives. This enables stakeholders to discuss and consent on priorities and focus on

   improvement of students’ performance. The knowledge acquired in this study is useful since

   helps institutional directors to plan progressively.

    

   References

   Detthamrong, U., Chancharat, N., & Vithessonthi, C. (2017). Corporate governance, capital

   structure and firm performance: Evidence from Thailand. Research in International

   Business and Finance, 42, 689-709.

   Malone, H. J. (2015). Leading educational change: Global issues, challenges, and lessons on

   whole-system reform. Teachers College Press.

   Marshall, S. J. (2018). Internal and external stakeholders in higher education. In Shaping the

   University of the Future (pp. 77-102). Springer, Singapore.

   Mukhopadhyay, M. (2020). Total quality management in education. SAGE Publications Pvt.

   Limited.

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   Tracy, D. A. (2012). School improvement: Revitalize your school with strategic planning:

   revitalize your school with strategic planning. Xlibris Corporation.