Teach for America is a nonprofit organization formed in Boston. This company’s main mission is to find worthy teachers and provide them with jobs in regions of low income. This allows them to make quality education accessible to all segments of the population. As a result, children can develop faster and more successfully and build a good career in the future. This also leads to a higher level of education of the country’s population as a whole. However, nonprofit organizations are not always successful in their operation (Haslam, Nesbit, & Christensen, 2019). Therefore, it is essential to create a sustainable strategic plan and follow it. The purpose of this paper is to develop a plan for the development of Teach for America and discuss the main details related to it.
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The development of the plan is associated with the expansion of the organization in the states where its branches are not yet represented. Their list includes, for example, Montana, Wyoming, Utah, Maine, and Iowa. Notably, this list is quite extensive, so there are broad opportunities for the expansion. However, actions aimed at developing Teach for America in these states are necessary. The more the educational system of the country is accessible, the higher is the positive effect that it will bring. There are many ways to achieve this goal and promote the company. For instance, according to Appleby (2016), “strategic utilization of social media channels can produce a variety of nonfinancial benefits for NPO’s” (p. 7). Thus, it is crucial to use all available channels to develop the organization.
The creation of new branches of Teach for America is one of the crucial aspects of the organization’s strategic planning. Several essential factors support its relevance to the company’s functioning. First, as mentioned earlier, accessible education should be present in every region of the country. This will allow the educational system to develop organically and give many new opportunities. Second, the development of branches in more states will lead to increased interest in this organization in the rest of the country. This will attract attention from the broad public and, in particular, sponsors, which will allow Teach for America to develop. Third, recruiting new teachers in other states of America can be useful for the development of educational materials. This will also have a beneficial effect on the company’s future, as it will create a high-quality general training system. Thus, the development of new branches of Teach for America is one of the most important aspects of the organization’s strategic activities.
During the work on the described expansion, some obstacles may arise. One of the most important among them is financing (Khallouk & Robert, 2018). Teach for America is a nonprofit organization; therefore, it cannot always provide enough funds for development. However, attracting new teachers and developing schools needs a large-scale investment. Therefore, this will require external funding from the state or sponsors. Another obstacle is attracting students to learning, as they are not always ready for this. Unfortunately, not everyone understands the value of full-fledged education, which is why the organization has already faced this obstacle in the past. However, in any case, as a rule, people are happy about the opportunity to work with Teach for America, so this problem is not the most critical.
Strategic planning is one of the key areas for the development of Teach for America. This organization has a clear and beneficial goal, the achievement of which will be useful to many people in America. An expansion strategy is one of the most essential features of the company, which will allow them to work on their main idea. Despite the obstacles, Teach for America has enough support to achieve its goals, as the country’s population supports their goals. Thus, it can be argued that the creation of new branches in different states of America is an achievable result in the future.
Appleby, M. (2016). Nonprofit organizations and the utilization of social media: Maximizing and measuring return of investment. SPNHA Review, 12(1), 5-26
Haslam, A., Nesbit, R., & Christensen, R. K. (2019). The dynamic impact of nonprofit organizations: Are health-related nonprofit organizations associated with improvements in obesity at the community level? Nonprofit Policy Forum, 10(3).
Khallouk, M., & Robert, M. (2018). Obstacles to management innovation in nonprofit organizations: The case of an international nongovernmental organization. Journal of Innovation Economics & Management, 25(1), 183-210.