Benchmark - K-12 Strategic Plans Matrix
annahiraeta
ReportPDF2.pdf
Submission Ide: efa57d59-39ba-49ef-abbf-07bc61a210aa
18% SIMILARITY SCORE 3 CITATION ITEMS 25 GRAMMAR ISSUES 0 FEEDBACK COMMENT Internet Source 18% Institution 0%
Youting Zhang
Youting Zhang. Module 7.docx
Summary
1293 Words
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
Passive voice: exercise is often influen...
Spelling mistake: Mukhopadhyay
Redundant phrase: so as to to
Passive voice: have been designed
Passive voice: it is important that
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
Web Content: https://processpa.com/ExecutiveMatters/the-four-models-of-governance…
Hyphenation p...: decision maki... decision-maki...
Spelling mistake: Detthamrong
Spelling mistake: Nongni Noggin
Spelling mistake: Chaiporn Chain
Web Content: https://processpa.com/ExecutiveMatters/the-four-models-of-governance…
Passive voice: are considered to be
Spelling mistake: Detthamrong
Spelling mistake: Nongni Noggin
Spelling mistake: Chaiporn Chain
Web Content: https://processpa.com/ExecutiveMatters/the-four-models-of-governance…
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.
Spelling mistake: Detthamrong
Spelling mistake: Nongni Noggin
Spelling mistake: Chaiporn Chain
Three successive sentences begin wit...: The
Three successive sentences begin wit...: The
Spelling mistake: Detthamrong
Spelling mistake: Nongni Noggin
Spelling mistake: Chaiporn Chain
Three successive sentences begin wit...: The
Three successive sentences begin wit...: The
Three successive sentences begin wit...: The
verb acquire (get, develop): acquired get
Tracy, D. A. (2012). School improvement: Revitalize your school with strategic planning:
revitalize your school with strategic planning. Xlibris Corporation.
