Strategies for Paulo Freire Charter School - Essay Example

? Strategic Plan for Paulo Freire Charter School The comprehensive process of strategic management is a crucial phase in the establishment of procedures which guide an organization towards the achievement of its objectives and goals. Event though, business analysts believe that the application of certain measures of planning in this regard is valuable in yielding desired results regardless of the industry or the nature of the business, it is understood that strategic planning and implementation in the field of educational management requires the submission of distinct procedures which can assist the effective functioning of the institution. Davies and Ellison (2013) note that while most educational institutions have successfully developed reports to govern the short-term operations of their organizations these assessments lack a strategic direction which has caused short-term planning measures to essentially become reductionist. The focal point of this notion declares that it has become highly necessary for school managements to realize and acknowledge the importance of developing a comprehensive strategic design in governing the operations of the institution. Therefore, the purpose of this strategic plan for Paulo Freire Charter School (PFCS) is to critically analyze, examine and assess the extensive categories of strategic planning and implementation with respect to the organization. The report aims to achieve this purpose by specifically addressing particular areas of strategy which are classified under the implementation plan, organizational change management strategies, strategic financial management and risk management plan for Paulo Freire Charter School (PFCS). Implementation Plan Gamage (2006) states that the stage of planning is conducted prior to decision-making as the entire concept fundamentally defines the chronological activities that are to undertaken by an organization for the attainment of its overall objectives. Once conducted in an effective manner, planning can also aid the enhancement of various processes within the school; these processes include resource utilization, agreement on management practices and leadership styles or approaches and granting the management, staff and students with a shared vision and a sense of direction (Gamage 2006). To understand the concept of strategic planning in a systematic manner it is important to realize the basic processes which it is comprised of, these processes include; establishing objectives, setting targets and placing appropriate monitors of performance and allocating organizational resources (Spee and Jarzabkowski 2011). The subsequent sections of the strategic plan for Paulo Freire Charter School (PFCS) aim to follow this pattern of progress with the integration of pertinent educational management concepts and dimensions. Objectives Davies and Ellison (2013) highlight the distinguishing features of an Improvement Objective (IO) which is defined as the focus of what an educational institution aims to attain as a consequence of commencing development projects for the school. This notion presents a contrast from the long-term objectives of a school because it is specific to a particular phase or associated with a specific activity. Accordingly, identifying the association between the objectives and the vision of an educational institution holds immense importance because each concept is a reflection of the other. As a centre of learning, PFCS aims to be the forerunner in a highly competitive industry by promoting the highest standards of knowledge, ethics and innovation. The foundations of the school rest on four principles which are that of Inquiry, Investigation, Reflection and Action (Paulo Freire Charter School 2012). This notion postulates that the organization’s adoption of the inquiry based instructional model is the focal point in the achievement of its long-term objectives. Consequently, the formulation of appropriate objectives and there subsequent achievement by the school is also critical to its financial progress and development because the operations of the organization cannot proceed in an effective manner unless it has sufficient financial resources available at its disposal. Therefore, the short-term of objective of PFCS is to break-even such that its total costs equal its total revenues. Moreover, the management of the school wishes to apply innovative strategies to pursue goals that are of benefit to the local community, while, fulfilling the financial requirements of the school. Functional Tactics Decision-making is treated as a standard measure within an organization and its presence is observable in each and every department or functional area (Gamage 2006). Functional tactics relate to those activities within the institution which must be undertaken on a regular basis and this represents the need to take effective decisions which lead to desired outcomes. It is important to develop workable functional tactics for the purposes of addressing the needs of the school’s management. This requires a critical evaluation and appraisal of the human resource management and finance functions within the organization. Human resource management practices do not only relate to the recruitment, selection and retention of employees, as they are a part of a vast discipline which also relates to aspects of leadership, motivation, training and development and employee engagement. Henceforth, the motivation needs of faculty members who serve the school on a permanent or temporary basis must be identified. Accordingly, the nature of the faculty’s jobs implies, though it is somewhat uncertain, that individual motivation maybe enhanced through training and development. By incorporating the functional tactics that are associated with finance, teachers must be promoted on the basis of seniority and level of qualifications while, their promotion must correlate with a rise in their salary and benefits which stands justified. Action Items According to Gamage (2006) the principal of an educational institution must hold a position in the ‘Strategic Planning Committee’. In accordance with this view, all senior members serving the Paulo Freire Charter School will be invited to participate in the process of strategic planning as committee members; this includes members of the Board of Trustees, the Executive Director of Academics, the Executive Director of Operations and the Dean of Students. The specific action items that are to be addressed through the implementation of the strategic plan are: The management of the institution must work in a responsible manner to monitor, appraise, evaluate and reward the performance of staff. In order to achieve this aim the management must put into place an HR system that compliments the objectives of PFCS. The competitive nature of the market must be assessed on a regular basis to monitor any changes that may directly or indirectly impact the operations of PFCS. PFCS’s marketing strategies must be appraised on an annual basis for the next 3 years by referring to the number of enrollments that are welcomed each year. The management should consider the implementation of appropriate changes in the marketing mix, if its outcomes prove to be unsatisfactory. Milestones and Deadlines The timeframe of completion for each of the identified action items is varied, however, in its entirety the implementation will begin in the last quarter of 2013 with achievement of aims expected between 2014 till 2017. Tasks and Task Ownership The responsibility for the implementation of each action item is assigned to the members of the ‘Strategic Planning Committee’ and the management of PFCS. Resource Allocation The responsibility of allocating, managing and monitoring resources is designated to the Resource Teacher Coordinator, Service Learning Coordinator and the Business Administrator. The resources of the institution are classified as human resources and financial resources. The aforementioned members of the management must coordinate effectively and their assigned teams should be readily available to address concerns regarding the availability school resources. Organizational Change Management Strategies Organizational change should be managed by the leader of the organization who is expected to adopt a key role in guiding the entire institution during the process of strategic implementation. This view postulates that the Dean of Students should identify the knowledge, skills and abilities that are needed to promote change and request for the incorporation of individuals who meet the desired criteria within the management team (Gamage 2006). Budget and Forecasted Financials The budgetary goal for PFCS is to break-even by the end of the designated timeframe which has been set for the completion of action items. Barr and McClellan (2010) state that for the purpose of achieving this aim, concerned organizations should have sufficient capital as a part of their reserves to tackle with scenarios in which expenses surpass income. The financials of the institution should be established on the basis of a contingency approach to ensure that unforeseen events do not affect school operations. However, if the financial situation persistently delivers losses then Barr and McClellan (2010) recommend a reconsideration of pricing policies, in this case PFCS would have to increase the fee charged to its students which is presently set below the competitor’s fees. The diagram presented below shows a break-even chart, PFCS will break-even when TC=TR. (Adapted from: mrdashboard.com) Risk Management Plan The risks that have identified with respect to PFCS includes the possibility that existing members of the management may react negatively to the initiation of a new HR system that is to be implemented in the organization for the purposes of monitoring and appraising employee performance. Another aspect that should be considered with regards to possible risks postulates that if the school management decides to increase the fee as a means of covering expenses then this move may deter potential applicants from applying to the school. In order to tackle these risks, the school can implement a contingency plan to ensure that the extent of these risks is minimized if not diminished completely. This notion postulates that the initiation of the HR system must be conducted after prior research into the employees of the organization to take into account their needs and expectations from the process of strategic implementation. Conclusion The implementation of the strategic plan for PFCS follows the establishment of its strategic direction and an evaluation of the external environment in which it operates. The comprehensive scope of the report which also covers the risk management plan suggests that the proposed strategies and action items face the possibility of being rejected by the stakeholders of the institution which is why it is essential that the plan takes into account relevant contingency approaches. References Barr, M. J., & McClellan, G. S. (2010). Budgets and financial management in higher education. Wiley. com. Break-Even Chart (2013). Retrieved July 28, 2013, from: http://www.mrdashboard.com/Break-Even_Analysis.html Davies, B., & Ellison, L. (2013). The new strategic direction and development of the school: Key frameworks for school improvement planning. Routledge. Gamage, D. T. (Ed.). (2006). Professional development for leaders and managers of self-governing schools. Springer. Paulo Freire Charter School (2012). School Motto, Colors & Mascot. Paulo Freire Charter School. Retrieved July 28, 2013, from: http://www.thefreireschool.org/school-motto-colors--mascot.html Spee, A. P., & Jarzabkowski, P. (2011). Strategic planning as communicative process. Organization Studies, 32(9), 1217-1245. Read More