Value creation

1. “Creating Value for Caribbean School”
Matriculation No: 18009628
Module: Directing Strategy for Value Creation
Module code: BM082
Submitted to: Pradeep Raj Pandey
Word count: 3749
Submission date: 14th
August 2020
In partial fulfillment of the requirements for the degree of
Master of Business Administration
Queen Margaret University

2. Table of Contents
Introduction: .................................................................................................................................... 4
Overview of Industry: ...................................................................................................................... 4
Introduction to the Company:.......................................................................................................... 5
Objectives:................................................................................................................................... 5
Mission: ....................................................................................................................................... 6
Vision:.......................................................................................................................................... 6
Competitive Profile Matrix:.............................................................................................................. 6
Internal factors evaluation matrix:................................................................................................... 7
External factors evaluation matrix: ................................................................................................. 8
Internal-External matrix (IE):........................................................................................................... 9
TOWS Matrix:................................................................................................................................ 10
S-O Strategy:............................................................................................................................. 11
W-O Strategy:............................................................................................................................ 12
S-T Strategy: ............................................................................................................................. 12
W-T Strategy:............................................................................................................................ 13
Strategic thinking approach: ......................................................................................................... 13
SPACE Matrix evaluation with a strategic position:.................................................................. 14
Recommendations for creating value:.......................................................................................... 16
Strategic Alternatives Using QSPM.............................................................................................. 18
Conclusions and Suggestions:..................................................................................................... 19
Conclusion:................................................................................................................................ 19
Recommended School Improvement Initiatives: ...................................................................... 19
References:................................................................................................................................... 22

3. List of Figures:
Fig 1: Competitive matrix......................................................................................................... 7
Fig 2: IFE matrix ...................................................................................................................... 8
Fig 3: EFE matrix..................................................................................................................... 9
Fig 4: IE matrix....................................................................................................................... 10
Fig 5: Space matrix................................................................................................................ 15
Fig 6: QSPM Matrix ............................................................................................................... 18

4. Introduction:
In the last few decades, educational institutions have taken the peak stage for the entrepreneur
as the most successful business. People tend to find the possibilities to spend their income on
children’s education for their future benefits. Similarly, school values have been a prominent place
for children to grow socially. Also, the parents feel safe for their children while leaving out for work
and assumes that the children get connected to understand the differential of life through
educational knowledge. Moreover, the academic institutions are considered as the best practice
to enhance the value by transforming knowledge from teacher to student (Kolb and Kolb, 2005).
By value creation, it meant to be a civilizing the younger generation in the community through
learning in school (Wenger et al 2011). It’s the place where the students understand diversity,
develop personality, recognizes true potentials, and so on. Likewise, in the present COVID-19
pandemic, the majority of schools are shuttered due to viruses where students are not allowed to
attend school in lockdown. Instead, the school has initiated a virtual classroom through online
interaction between teachers and students. The organization stakeholders are turning their
advanced way to make resources available which can be achieved by creating trust, satisfying
students, and maintaining brand image (Joo 2017). Apart from this, with the on-going competition
and continuity of COVID-19 virus spread, value creation needs to be maintained with service
quality in institutions of higher education.
Overview of Industry:
Nowadays, academics institutions are formed in various cities to educate the students. There are
several attributes in the school management system in the value chain to be considered like the
utilization of resources, infrastructure, fees, guidelines, administration, education quality, and
marketing. Moreover, in the urban areas, communities with schools for children’s education have
immensely been increasing suchas Montessori, international schools,private and public schools.
But there are numerous schools inside the valley which stand out providing quality education for
SEE examinations. Similarly, about the community school, the management system is directed
towards running for students who do not reside permanently in the valley whilst it has average
fee structure and admission where teaching-learning activities, possess some physical facilities
and temporary teachers (Shrestha 2014). Likewise, private schools are independent and privately
funded without administered by the government, locals, and nationals. Even though having a huge

5. amount of schools, the total population in Nepal, a 19.34% account in an urban area where it is
growing at 4% per year, considered as one of the immense growth in the metropolitan locality in
South Asia and the only region in Nepal unusually affected by challenges in rapid urbanization
(World Bank 2013). Beside that, the competition is high to get prospective students between
schools whilst the stakeholders are creating new innovative ideas to generate the development
in teaching and learning by providing digital facilities to teachers, staff, and students. The present
market situations for investors have been critical to generate higher profitability in schoolbusiness
due to the emergence of the COVID-19 threatening the operation of school premises (The World
Bank 2020). For instance: the school providing quality education is related to the economic
development of the country as it impacts the GDP (Gross Domestic Product) service, trade and
export, and per-capita income of the country (Dolma Development fund 2014). Thus, amongst
the different schools in Nepal, this report analyzes Caribbean School to find a possible way of
enhancing value in pandemic situations as well as overall growth development.
Introduction to the Company:
Caribbean school is located in the center of Lalitpur, founded in 2007 with the
designation of providing valuable academic courses to the students. The
institution has presumedto dream to sail everyone into an academic career from
preschool to high school. As to mention this, the institution has been the face of
the executive team with excellent attributes from different backgrounds, which contain the
productive expertise of plus two, bachelor, and master degree programmer.
Objectives:
The organization plan is to maintain a flexible continuity of learning environment for students along
with the use of online/e-learning strategies. Also sharing information with staff, students including
prevention and control efforts at school. Similarly, the school aims to provide quality education
with skilled and experienced faculty with sufficient teaching materials. The school focuses on
overall growth, continuous practice to raise standards, all-round development of students. The

6. focus on programs, events, and consulting with parents directly to make the students aware of
the environment ahead of time.
Mission:
The mission of the Caribbean school is to provide an atmosphere in which each student explores
and achieves its full potential and meets the intellectual, financial, technical, and emotional needs
needed to prepare his/her for success in a fast-changing world.
Vision:
The Caribbean school wants to create a group of effective learners, attract prospective students
and good leaders who will be able to access relevant information through the use of appropriate
written, oral, and technological resources to contribute to the nation’s development.
Competitive Profile Matrix:
A competitive profile matrix (CPM) in an educational institution is deprived by identifying the
variables for critical success factors that contribute to the exceptional accomplishment in its
operation. Though there are extensive academic competitions in the communities, internal and
external competitive factors are mentioned below:

7. Fig 1: Competitive matrix
The critical success factors such as tuition fees, academic integrity, and location determine the
performance of schools. Similarly, industry linkage, management team and quality of graduates
provide prospects and brand position entice to visit schools. Also, when it illustrates the success
difference between firms or rivals, it does not explicitly explain how improved results can be
accomplished (Camphell et al 2011). In the above table, the CPM matrix displays the success
factors comparison with its competitors where the weighted score performance of a Caribbean
school is high in terms of global school but lowest with campion school whereas, the extent of
competition during the pandemic situation will affect the enrollment and generating profit if the
institution does not develop a contingency plan to ensure safe operations on school premises.
Additionally, competitiveness has become part of executives’ everyday lives in all sorts of
organizations (Rothaermel 2013). In contrast, the Caribbean school has strength and positive
affirmation in factors such as location, tuition fee, and academic integrity. However, the top
competitor is relatively ahead in positioning factors such as tuition fees, academic integrity,
management team, and quality of graduates in comparison to Caribbean school.
Internal factors evaluation matrix:
Rating Score Rating Score Rating Score
1 0.2 3 0.6 4 0.8 2 0.4
2 0.25 3 0.75 4 1 2 0.5
3 0.15 4 0.6 3 0.45 3 0.45
4 0.1 3 0.3 3 0.3 2 0.3
5 0.15 3 0.45 4 0.6 3 0.3
6 0.15 3 0.45 4 0.45 2 0.45
1 3.15 3.6 2.4
QualityofGraduates
Total
TuitionFee
S.N
Academic performance
Location
IndustryLinkage
ManagementTeam
Campion School GlobalSchoolCaribbean School
CriticalSuccess Factors Weight

8. It deals with the institution’s internal management tool on the unique features in functional areas.
Fig 2: IFE matrix
The IFE matrix is a strategic-analysis method that assesses a company’s success in terms of its
internal assets and an organization’s vulnerability (Matrix 2012). The IFE matrix shows the intake
of student quality, teamwork operation to deal with current proficiency of COVID-19 situation and
the online library is crucial for the institutions whereas the burden of debt is its liability. Regarding
strengths of institution, intake of student quality following with teamwork operation, location of the
institute, and a library make more favorable and convenient whereas, the institution’s weakness
is the burden of debt, insufficient funding, and unionism among personnel can lead to a major
cause of liquidity constraints.
External factors evaluation matrix:
This method list down the different opportunities and threats to educational institutions. It is
concerned with the general environment factors that cover PESTEL models (Ho 2014).
Weight Rating Score
0.15 3 0.45
0.15 4 0.6
0.1 3 0.3
0.15 2 0.30
0.1 3.5 0.35
0.05 3.2 0.16
0.1 2 0.2
0.05 3 0.15
0.15 3 0.45
1 2.96
Minor Weakness-2 Major Strength-4
1.4 Intake of student quality
Internal factors
1. Internal Strengths
1.1 Library
1.2 Teamwork operation
1.3 Ambiance and facilities
Total
Major Weakness-1
Ratings
1.5 Quality of faculty
1.6 Location of the institute
2. Weakness
2.1 Insufficient funding
2.2 Unionism among non-academic personnel
2.3 Burden of debt
Minor Strength-3

9. Fig 3: EFE matrix
The EFE matrix evaluates the institution with its opportunities and threats factors. Similarly, in the
comparison between opportunities and threats factors, weight on opportunities factors is inferior
to the threats whilst the institution needs to maintain its threat factors. Moreover, analyzing the
opportunities factors, the educational institutes in the Nepalese community steers with a good
social network in parent meetings to promote the digital system in school addressing the current
pandemic situation with the use of online classes such as zoom sessions for home study.
Likewise, with the rise of fear and anxiety of the virus, the lockdown has impacted school
operations where the majority of parents are concerned about the cost of education. Since the
investment is high in the digital system, it takes great effort for the institutions to assure the
students’ parents which ultimately questions organization long-term operations.
Internal-External matrix (IE):
This matrix evolves with the combinations of internal and external factors combinations for
evaluation.
Weight Rating Score
0.15 3 0.5
0.15 3 0.5
0.2 2.5 0.5
0.1 2 0.2
0.1 2 0.2
0.1 3 0.3
0.05 3 0.2
0.15 2 0.3
1 2.55
3-Very good response 2- Good response 1-Poor response
Total
4-Great response
Ratings
2. Threats
2.1 Parents complaints
2.2 New competitors
2.3 Government regulations
2.4 Cost of education
1.4 Business and industry linkage
External factors
1. Opportunities
1.1 Study and capability growth
1.2 Support of the community
1.3 Network (Digital system)

10. Fig 4: IE matrix
The score was adjusted on the IE matrix where the intersection lies on the V quadrant that
specifies the hold and maintains strategy. The organization can hold and maintain its value by
reforming the usage of resources to enhance student learning or by investing in building to
maintain competitive advantage (Hill et al 2014).
TOWS Matrix:
Strength
1. Online Library 1. Insufficient funding
2. Teamwork operation 2. unionism among non-academic personnel
3. Ambiance and Facilities 3. Burden of debt
4. Intake of Student quality
5. Quality of faculty
6. Location of the institute
Opportunities
1. Study and Capability growth 1. Parents Complaints
2. Support of the community 2. New competitors
3. Network (Digital system) 3. Government regulations
4. Business and Industry Linkage 4. Cost of education
Threats
Weakness

11. S-O Strategy:
The schools’ top priority is to ensure that all stakeholders perform their activities together including
administrators, board members, and teachers are working together to continue the student’s
learning method in the school environment as well as in the pandemic situation through online
sessions. This indicates the teamwork among stakeholders can create a great school profile and
thus impresses potential parents whilst the community will support a school for their great efforts
2. Before hiring staffs, terms and
conditions should be highlighted
where unnecessary acts in school
should be fired.
1.Build a peaceful learning
environment for students with
excessive avail resources
2. Flexibility among team members
maintains better performance and
can lay positive relationships,
3. Intake of students should be
based on entrance exams,
academic grades and character
W-T
1. Providing quality education,
improving academic performance
and meetings with parents each year.
Strength Weakness
S-O
1. The prompt location and library
could spearhead surroundings
commencement institution wide.
S-T
2. Providing good education,
facilities, developing the students
creativity in ways can mitigate
Threats
2. Engaging with mutual co-
operation, support, monitoring
students progress and maintaining
3. Ambience and facilities
management with diversity and
multitudinous activities can create
open social networks
W-O
1. Right location of institute can
attract investors to finance in the
business operation.
Oportunities

12. to make a change in the society. Similarly, with consistent meetings, events, and awareness
programs, website accessibility creates good networking amongst teachers and parents to
maintain a sustainable relationship. Moreover, location determines school brand to prosper
publicly as it can become easy for new parents to navigate the place whereby sharing innovative
information, helpful content, student and faculty retention, and showcasing pupil’s quality will
develop linkage. Likewise, Huber (2004) indicates that improving the school’s overall departments
and students’ academic performance is necessary but it is considered crucial that
events/programs acknowledge the problems forged by social, economic, and cultural changes.
W-O Strategy:
Despite having the right location, the school organization faces financial issues to maintain its
position at certain standards. Nevertheless, the organization can look up for potential investors or
pursue a loan from a bank to overcome the financial crisis, operational issues and can minimize
the weakness with proper planning, strategies to maximizethe impact of opportunities. Moreover,
creating a platform by organizing events, seminars, and programs in the community opens the
door for involvement to build physical space to connect and understand the school system (Maki
2012). Similarly, expanding their services can help to build a network with real-world opportunities
whilst working together improves productivity to expose students’ to different career opportunities.
Gross and White (2003) state that school strategies to meet the quality educational standards can
be improved with special educational needs and practical knowledge in fields.
S-T Strategy:
Though the school has necessary quality faculty members, library, ambiance, and facilities,
teamwork co-operation among administrative and staff departments but still not being able to
engage practically with student’s parents consistently brought complaints in the management.
Similarly, to avoid threats; weekly training to teachers and staff needs to be done to develop
interaction with parents to address convenience feedbacks. Moreover, other related threats to
overcome can be minimized by campaigning in the community based on the cost of education,
tuition dependence to meet the changing business (Bentley 2012). Likewise, all these external

13. obstacles can be reduced if the organization utilizes its location to attract prospective students
with socializing and recreation which convinces students to study full of social life experience.
W-T Strategy:
To facilitate sustainable operation within the system, the transformative strategy needs to be
applied to find a safeguard for the organization. Similarly, competitors such as Campion school,
Global school can cause big issues to the organization. Needless to say, it’s better if the
Caribbean school collaborates with other schools with expert guidance to maintain its position.
Moreover, the collaboration among schools canfocus on attaining parent’s confidence, advantage
against competitors, and creating a strong relationship among the organizational culture. In this
process, the development of the organization through cooperation with the staff, teachers can
cultivate efficient productivity in higher education. Pink (1990) claims the school change to
recognize and explore the importance of staff development on the conceptualization and
implementation of school improvement projects can lead to a long term development to the
success of the efforts. Likewise, the school goes beyond the disciplinary action in student’s
behavior whilst it is necessary to amend the system of such actions within the government
regulations. Thus, in such cases, following up with training to staff, planning to create a code of
conduct of school for all stakeholders need to be taken into consideration thoroughly by taking
caution.
Strategic thinking approach:
The organization chooses this approach to deal with the analysis where senior stakeholders utilize
to portray a broader spectrum of possible strategies to improve the strategic thinking approach.
This strategic thinking outlines the conceptualization and they have a pragmatic proposition for
possible consequences of daily issues. Moreover, it requires a great deal to reflect and explore
to modify new things at the strategic level. Similarly, with strategic thinking, the organization can
approach the next step i.e. strategic planning in their system for long-term goals which can be
highly effective for predictable learning and relevant for unpredictable surroundings. Additionally,
many strategies can be considered to go by using the TOWS matrix but the organization needs

14. to perceive a high analysis strategy to have a competitive advantage through strengthening and
understanding activities for which proper strategic thinking is required. Imam Gholizdeh and Saeid
(2013) states that without recognition and strengthening, the organization resources will be
unproductive to accomplish success. In the same way, Kenichi Ohmae (1992) opted that any
organization that does not recognize the fundamental issues, even though if you influence your
employees either with physical or psychological pressure, the outcome will be except defeat and
unsuccessful. In contrast, for an organization to stay competitive in the business, this strategic
thinking approach is best suited for Caribbean school to work on different projects and SPACE
matrix to proceed into different dimension i.e. financial strength and industry situation which
improves the organization overall efficiency and competitive nature to accommodatewith the best
strategy to implement and to avoid obstacles of the previous matrix by scrutinizing the situation.
SPACE Matrix evaluation with a strategic position:
Average 2.75 Average -3.5
Totalaxis Yscore :- -0.75
Flexibility
Taxation
Inflation
-3
-5
-3
-3
CashFlow
Liquidity
Leverage
3
2
3
3
Totalaxis X score :- -1
Financial(FS) Rating (+1 worst,+6 best) Environmental(ES) Rating (-6 worst,-1 best)
ReturnonAssets Technology
5
3
4
3
Average 2.75Average -4
ExternalStrategic Position
Industry (IS) Rating (+1 worst,+6 best)
GrowthPotentiality
Work Environment
Barriers to entry
Consolidation
SchoolImage and brand name
SociallyInvolvement
-2
-4
-5
-5
InternalStrategic Position
Competitive (CA) Rating (-6 worst,-1 best)
QualityofEducation
MarketShare

15. Fig 5: Space matrix
From the above data, the data is plotted in the graph from which the organization can use the
strategies to follow:
From the graph, it concludes that the organization position lies on 3rd
quadrant i.e. defensive
strategy which is located between environmental stability and competitive advantage. The
organization can use a retrenchment strategy to hold the current operation in the time of COVID-
19 situation and reduce the cost or maintain a financial position to recover from decreasing state
by enhancing internal productivity. Moreover, selling of obsolete machinery equipment can
generate cash whilst those cash needs to be measurably used on essential figures such as
strengthening internal resources; library, increase airflow and ventilation, facilities such as online
class, maintain handwashing stations and medical rooms to encourage hygiene practices.
Programs and training for staff development to improve efficiency. Similarly, the organization
needs to focus on developing student’s academic performance to improve the education system
through online classes, and in the future, enrolling prospective students through seminars,
programs in the community can facilitate the school which will be a unique proposition to gain a

16. competitive advantage against their expectation. Furthermore, as indicated in the IE matrix, the
organization needs to pursue hold and maintain strategy whereas, the SPACE matrix portrays
the defensive strategy for organization which would be potential learning. Yannopoulous (2011)
states that this strategy works better when they make a timely decision to discourage competitors
from making any substantial commitment whilst the organization can also use any two features
such as pre-entry strategies or Post-entry strategies.
Recommendations for creating value:
In the case of Caribbean school, it is explicit that the management system of the organization
requires a great deal in proper reengineering their operations and thus focus on a new perspective
business model to remain competitive amongst other competitors. Similarly, the school should
focus on a defensive strategy to overcome its management practices to create value for its
position. Some necessities of the organization need to be improved are:
1. The institution’s objectives, vision, and mission need to be precisely articulated with the
stakeholders either through communication or meetings to achieve success in the future.
2. The quality of education practices should be effective to serve as professional learning
experiences which will increasestudent academic achievement along with psychological, and
cognitive processes that guide - biologically.
3. Fostering the development of effective leaders with the knowledge and skills, roles, and
responsibilities that support to enhance student learning and teaching, measuring progress,
and strategic resource management.
4. Improving principals’ practices can be a key strategy for developing institutions, holding them
responsible for teachers’ efficacy and student progress, and reducing continuous attainment
gaps.
5. The occurrenceof unpredictable situations (COVID-19 pandemic) that causes school closure;
the institutions should create a distance-learning option for students to roll out its online
curriculum through the zoom session to help children continue their education at home during
the quarantine.
6. Plan to provide clear and actionable guidance for operation through engaging school
administrators, teachers, parents, and community members.

17. 7. The organization should focus on improving student’s grades and monitor progress to identify
support with the use of proactive strategies. E.g.: teacher-student interaction is crucial to
understand the student problematic behavior.
8. Eliminating unfocused priorities; align support to ensure coherence and integration with other
necessary initiatives.
9. Beforehand preventive measures need to be taken seriously to minimize any harm to
students’ when school reopens from COVID-19. E.g.: in the current COVID-19 situation; social
distancing, canceling assembly, mandatory to wear masks, and eliminating sports activities
can be crucial to intervene most rightly.
10. Provide free counseling to the student to direct them on the right path. E.g.: mentoring helps
to show their potentials, and helps to aspire pleasure and interest in the learning processes.
11. The organization culture should be flexible and the use of communication strategy to cope
with school leadership can enhance improvement priorities across staff, with teachers and
students, and the broader community. (e.g.: articulating improvement priorities through
emails, letter, and community meeting minutes).
12. The organization needs to plan and implement improvement strategies that are focused on
student learning needs with updated content, share information through social media and
other communication technologies.
13. The school needs to provide support, guidance, one-on-one instruction, and facilitation of
student learning in school boundaries as well as encourage in the same manner when
unforeseen events occur like COVID-19; support distance learning through online classes/e-
learning where students are forced to study at home.
14. Acknowledge school personnel, families, and students respond to constructive feedback,
advice, and interpret accordingly. In the hindsight, considering stakeholder’s perceptions in
identifying priorities and improving the situation under critical conditions can be a helpful
contribution to school issues.
15. In the current coronavirus pandemic, the institution can pursue coping strategies to support
technical assistance related to, and support related to lower disposable income of student’s
families and implement need-based scholarship facilities for students to continue learning.
16. The institution policies need to be stimulated in the learning environment with various changes
such as temperature check-in entrance gate, disinfecting classroom, practicing 3-4 times
handwashing, take correctmeasures for safe distancing, and sanitize hand and shoes to keep
off the virus from school premises.

18. Strategic Alternatives Using QSPM
Fig 6: QSPM Matrix
The first alternative strategy should be to cover finance sources. This can be maintained with
good financial practice means keeping the financial system updated, secure, and successful.
Since, there are other sources to accumulate income from events, program activities such as
trusts students, fundraising, donations, and parent payments. Likewise, the second strategic
alternative priority should be emphasized on faculty members as they use collaborative learning
techniques, enrolling prospective students, interaction with students, and maximize student
growth. When institutions set these prophecies to operate effectively, it can minimize risk from
competitors.
AS TAS AS TAS AS TAS AS TAS
Library 0.15 3 0.45 0 0 3 0.45 3 0.45
Teamwork operation 0.15 2 0.3 1 0.15 4 0.6 4 0.6
Ambience and Facilities 0.1 3 0.3 1 0.1 3 0.3 4 0.4
Intake of Student quality 0.15 2 0.3 4 0.6 2 0.3 4 0.6
Quality of faculty 0.1 3 0.3 4 0.4 3 0.3 3 0.3
Location of the institute 0.05 3.2 0.16 3 0.15 2 0.1 3 0.15
Insufficient funding 0.1 4 0.4 1 0.1 0 0 1 0.1
unionism among non-
academicpersonnel 0.05 3 0.15 0 0 0 0 0 0
Burden of debt 0.15 3 0.45 1 0.15 1 0.15 0 0
Sum Weights
Study and Capability Growth 0.15 3 0.5 3 0.45 3 0.45 2 0.3
Support of the community 0.15 3 0.5 4 0.6 3 0.45 2 0.3
Network 0.2 2.5 0.5 2 0.4 1 0.2 1 0.2
Business and Industry Linkage 0.1 2 0.2 3 0.3 0 0 2 0.2
Parents Complaints 0.1 2 0.2 0 0 0 0 0 0
New competitors 0.1 3 0.3 3 0.3 0 0 1 0.1
Government regulations 0.05 3 0.2 1 0.05 0 0 1 0.05
Cost of education 0.15 2 0.3 2 0.3 2 0.3 1 0.15
Sum Weights
Facilitate resources
(Strategy D)Key Factors Weight
Funding Sources
(Strategy A)
Expand Internally
(Strategy B)
Reduce Fee
(Strategy C)
3.9
1
Strengths
Weakness
Opportunities
Threats
1
Total Alternatives score 5.51 4.05 3.6

19. Conclusions and Suggestions:
Conclusion:
The strategic guidance will be carried out from the QSPM, the allocated score in different
strategies is based on the priority to formulate respectively. Strategy A will be taken as a priority
i.e. to funding sources. The organization needs to raise funds through programs, charitable
events, tuition fees, and fundraising, student trusts to improve the operational activities; and
reinvest to expand the business. The second priority will be given to Strategy B i.e. to expand
internally. Throughout the academic year faculty members commits regularly in institution
especially their work will be on student advising, quality education, clinical activities,
administrative roles, external service on a committee, and also familiarize themselves especially
with the school operations in which they serve whilst their contributions will maximize good brand
position for years to come. Similarly, the third priority will be given to Strategy D i.e. efforts will be
put on facilitating resources. Most importantly, the interior environment will be redesigned
appropriately on academic learning in present COVID-19 by utilizing space whereas, building new
recreation facilities will be to focus on the physical environment in the educational process.
Eventually, the institution will focus on the issues of operational funding, quality of education, and
brand position.
Recommended School Improvement Initiatives:
With the strategic recommendation, the school improvement structure has been recommended

20. Head of School (HS): The head of the school will address an effective management system,
makes a strategic plan, provides academic leadership, and strategic vision. HS will be budget
holder, and accountable for financing in any school activity.
Implementation Team: The implementation team will provide technical support at school-level
intervention.
Physical facilities and Instructional materials & Equipment Team: The physical facilities and
instructional materials & equipment team will propose to source out funds for recreational,
maintenance activities and prepares lists to inform HS on the status.
School Finance Team: The school finance team will make financial reports, prepares the source
of generation funds, and tracks the utilization of funds. Also recommends HS as regards to school
financial plan.
Curriculum and Instruction Program Team: The curriculum and instruction program team
organizes teams, facilitates, records best practices, and designates its plans, roles, and functions
regularly and updates HS.
Student Co-curricular Activities: The student co-curricular activities makes a plan for students,
supervises their progress, and also encourage stakeholders to support student activities.
Head of
School
Implementation
Team
Physical
facilities and
Instructional
materials &
Equipment
team
Finance Team
Curriculum &
Instructional
program team
Student Co-
curricular
Activities
Team
Staff
Development
Team
Others
School M & E
Management

21. Staff Development Team: The staff development team conducts training monthly to non-teaching
staff and teachers to improve workplace conditions and improving strengths. They also manage
various programs for teachers to improve their professional proficiency.

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