MODEL FOR DESIGNING SCHOOL DEVELOPMENT STRATEGY IN THE CONTEXT OF IMPLEMENTATION OF NATIONAL PROJECTS

Abstract

Designing a development strategy under new conditions transforms into a tool for anticipatory management, enabling a school to flexibly adapt to changes, compete in the educational services market, and effectively fulfill its social mandate. There is a need to address the existing shortage of practice-oriented research on strategic planning at the school level, aligned with the objectives of national projects. The aim of the article is to develop a model for designing a development strategy for a general education organization, synchronized with the goals and objectives of national projects. To achieve this aim, from the perspectives of system, project-based, and competency-based approaches, an analysis of scientific literature on strategy formation and the development of programs for general education organizations was conducted. Based on the identified design principles, the authors propose a three-stage model for designing a school development strategy, taking into account the implementation of the national projects “Demography”, “Digital Economy”, and “Education”, whose interrelationship can be described as a synergistic system. The systemic-synergistic interconnection of the projects is presented through large-scale infrastructure development, the creation of a unified digital educational environment, and the establishment of a network of supplementary education centers. The principles, tools, and model for designing a school development strategy, considering the implementation of national projects, proposed by the authors enrich educational management practice. The scientific novelty lies in the holistic consideration of national projects as a system forming a unified field of opportunities and challenges for a school. The developed model ensures not a mechanical adaptation to requirements but a strategic integration, translating external imperatives into specific management decisions across four key areas: digital transformation, specialized education, socio-demographic adaptation, and personnel management. The research results have practical value for leaders of general education organizations, as they provide a methodological basis for transitioning from strategic planning to operational management and a structured algorithm of actions for developing their own strategy synchronized with national projects.