Responsive Planning, Responsive Engagement, and Responsive Implementation: Principles as an Approach to Strategic Planning in Education
Rosette C. Pamolino | June Patrick V. Pedrezuela | Salve F. Romero | Rolan B. Sablahon | Almighty C. Tabuena | Judy V. Tejano
Discipline: Education
Abstract:
Strategic planning in education is guided by three key principles: Responsive
Planning, Responsive Engagement, and Responsive Implementation. Responsive Planning emphasizes proactive and adaptive processes to address
dynamic needs. Responsive Engagement actively involves stakeholders to
gather diverse perspectives and foster ownership of the plan. Responsive
Implementation focuses on agile execution, allowing for flexibility based on
ongoing evaluation. The planning process begins with a thorough assessment of
the institution's current state, followed by vision and mission development, goal
setting, and environmental analysis. Stakeholder engagement is crucial
throughout, ensuring diverse perspectives are considered. Transparent
communication fosters collaboration and trust. Recommendations for effective
planning include regular reviews, transparent communication channels, and a
dedicated task force for monitoring changes. Stakeholder engagement is
paramount, as it fosters participation and support. Responsive implementation
ensures goals are achieved effectively, with a focus on agile execution, resource allocation, and risk management. Integrating these principles fosters positive
change for students, educators, and the community.
References:
- Ackoff, R. L. (2010). Planning for uncertainty: Living in the real world. World Scientific Publishing.
- Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). Wiley.
- Education Elements (2024). The Ultimate Guide for Responsive Strategic Planning. Education Elements. https://www.edelements.com/responsive-strategic-planning?fbclid=IwAR3iJy8yOr789pU1yCz2jzQXhU3r01TRLO4E_lYn79pEpP5Bi0_V-h9tdXM
- Henderson, A. T., & Mapp, K. L. (2002). A new wave of evidence: The impact of school, family, and community connections on student achievement. Southwest Educational Development Laboratory.
- Kaplan, R. S., & Norton, D. P. (2005). The office of strategy management. Harvard Business Review, 83(10), 72-80.
- Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7-8), 130-139.
- Langley, G. J., Moen, R. D., Nolan, K. M., Nolan, T. W., Norman, C. L., & Provost, L. P. (2009). The improvement guide: A practical approach to enhancing organizational performance (2nd ed.). Jossey-Bass.
- National Center for Education Statistics. (2020). Strategic planning in education. https://nces.ed.gov/pubsearch/pubsinfo.asp?pubid=2020475
- National School Public Relations Association (NSPRA). (2018). Community engagement in school turnaround: The role of the district office. https://cdn-files.nspra.org/docs/default-source/advocacy-downloads/community-engagement-in-school-turnaround.pdf?sfvrsn=2
- Pearce, J. A., & Robinson, R. B. (2019). Strategic management: Planning for domestic & global competition (15th ed.). McGraw-Hill Education.
- Reed, J. (2009). Stakeholder participation for environmental management: A literature review. Biological Conservation, 141(10), 2417-2431.
- Schoemaker, P. J. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.
ISSN 2980-4124 (Online)
ISSN 2980-4116 (Print)