ADMINISTRATIVE STRATEGIES FOR NEARBY GOOD SCHOOLS UNDER THE OFFICE OF THE BASIC EDUCATION COMMISSION IN THE NORTHEASTERN REGION

Abstract

The purpose of this research were to 1) Study of the Current State, Desired Conditions and need assessment for managing Nearby Good Schools under the Office of the Basic Education Commission in the Northeastern Region 2) establish the administrative strategies for Nearby Good Schools. This policy research was performed in three phases: Phase I was related to a survey seeking for basic information. The samples were 264 Nearby Good Schools administrators in the northeastern region in the academic year 2023. The research instrument was validated by ten experts. The resulting content validity in terms of the index of item objective congruence ranged between .90 -1.00. The statistics used for data analysis were frequency, percentage, mean and standard deviation, Phase II was related to drafting the administrative strategies through document analysis concerning relevant strategic formulation; and Phase III was related to confirming and summarizing the drafted strategy through ten experts’ reviews and the public hearing with 50 experts to assess and confirm the accuracy of the drafted administrative strategies of Nearby Good Schools .The findings revealed that: 1. The current and desired conditions of Nearby Good Schools under the OBEC in the northeastern region revealed that all aspects as a whole were at a high level ranging in according to the needs from high to low mean scores: 1) Academic administration 2) Personnel administration 3) Budget administration and 4) General administration   2. Administrative strategies for Nearby Good Schools involved 1) Determining organizational philosophy, visions and missions; 2) Creating policy, goals and objectives; 3) Analyzing problems and needs of organizations; 4) Developing alternatives; 5) Creating strategies; and 6) Implementing strategies. The administrative strategies of Nearby Good Schools covered four strategies with 52 objectives/indicators from 82 projects, comprising 362 activities. The mentioned four strategies could be described as: 1) Academic administration consisted of 15 objectives/indicators with 31 projects, comprising 94 activities; 2) Personnel administration consisted of 12 objectives/indicators with 17 projects, comprising 75 activities; 3) Budget administration consisted of 15 objectives/indicators with 22 projects, comprising 119 activities; 4) General administration consisted of 10 objectives/indicators with 12 projects, comprising 74 activities. In accordance with the results from the experts, the public hearing verified each aspect of the proposed draft strategies and found that the usefulness, the possibilities, the appropriateness, and the accuracy of the developed strategies, as a whole were at the highest level in all aspects.