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This study aims to explore the implementation of the 12-Year Compulsory Learning policy in Kaimana Regency, West Papua, with a focus on the challenges and opportunities faced by the Finance Section of the Education, Youth, and Sports Office in managing the education budget. This study also examines how budget management and allocation of education funds can improve access and quality of education in the area, as well as the role of coordination between local governments, schools, and communities. A qualitative approach with a case study design was used in this study to collect data through in-depth interviews, participatory observation, and document analysis. The results of the study show that despite efforts to improve performance-based budget management, limited infrastructure and human resources remain the main challenges in the implementation of education policies. Weak coordination between stakeholders, as well as active community involvement, are important factors influencing the success of the 12-Year Compulsory Learning policy. This study recommends increasing the capacity of human resources, allocating more equitable budgets, and strengthening collaboration between local governments, schools, and communities to increase the effectiveness of these policies. Thus, this research contributes to a deeper understanding of the implementation of education policies in remote areas and proposes practical solutions to address existing challenges. Furthermore, this study highlights the importance of transparency and accountability in education budget management as an effort to build public trust and ensure that available funds are truly used to support improvements in education quality. In the context of Kaimana Regency, which faces geographical challenges and limited access, a participatory oversight mechanism involving the community and independent oversight institutions is key to ensuring that budget allocations are not only on target but also capable of driving real change on the ground.

The digital era has revolutionized educational systems, making digital literacy a vital competency for the 21st century. As such, educational administration plays a pivotal role in driving digital transformation within schools. This study used a qualitative approach with a multi-case study design, examining 20 secondary schools to assess how effective educational administration practices contribute to the sustainable implementation of digital literacy programs. Data were gathered through in-depth interviews with 60 educational administrators, participant observations, and the analysis of policy documents. The findings reveal that educational administration, when proactive, collaborative, and data-driven, significantly boosts student digital literacy. In fact, schools employing these practices experienced an improvement in digital literacy by up to 65% within two years of program implementation. The success of these programs was largely attributed to key factors such as visionary leadership, strategic allocation of resources, continuous teacher capacity development, and robust monitoring systems. Additionally, the research highlights the importance of a comprehensive approach to digital literacy, where educational leaders understand the interconnections between various administrative functions and their impact on digital education. This includes integrating strategic planning, operational execution, developmental efforts, evaluation processes, and collaborative work between teachers and administrators. In response to these findings, the study proposes the Integrated Digital Literacy Administration Model (MALDT). This model offers a framework that can be adapted by educational institutions to enhance learning quality in the digital age. It emphasizes the need for a holistic approach to digital literacy administration, combining leadership vision with operational efficiency and continuous professional development. Ultimately, the adoption of such a model can help schools foster an environment where digital literacy is embedded into the core educational experience, ensuring students are adequately prepared for the challenges of the digital era.

This study aims to analyse the implementation of Total Quality Management (TQM) principles in enhancing student satisfaction at Madrasah Aliyah Negeri 2 Kudus. The main issues examined include: 1) how TQM is implemented at MAN 2 Kudus, 2) the factors that encourage and inhibit the implementation of TQM, and 3) the impact on student learning outcomes and the overall quality of education. This research employs a qualitative method with data collection techniques including observation, interviews, and documentation. The data obtained were analysed through the process of reduction, presentation, and conclusion drawing. The findings reveal that: 1) the implementation of TQM at MAN 2 Kudus involves all school elements--from leadership and teachers to students--with a focus on continuous improvement in educational services, learning processes, and resource management; 2) the main driving factors for successful TQM implementation are leadership commitment, active participation of all school members, and the emerging quality culture. However, challenges still exist, such as limited understanding of TQM principles among some teachers and staff, as well as inadequate supporting facilities. 3) The positive impact of TQM implementation is reflected in the increased student satisfaction with educational services, a more conducive learning atmosphere, and improvements in learning outcomes and graduate quality. The study recommends ongoing training on TQM for the entire academic personnel and strengthening of the internal quality assurance system. These findings are expected to serve as a reference for other educational institutions in optimizing TQM implementation to improve quality and student satisfaction.

This study aims to determine the components that must be fulfilled by the principal of the driving school, the work program of the driving school principal and the success of the management of the principal in improving the quality of education. The research used is qualitative research with a case study approach, the data collection technique uses observation, interviews, and documentation. The data analysis technique uses data collection, data reduction, drawing conclusions. Meanwhile, to test the validity of the data using source triangulation. The results of the study show 1) Components that must be fulfilled by school principals to improve the quality of education must have five intelligences, namely: professional, personal, interpersonal intelligence, intelligence to carry out an independent curriculum, fulfillment of driving school requirements according to the Ministry of Education and Culture and Research and Technology number 371 of 2021, having a head activator certificate and attended training from the Ministry of Education and Culture. 2) School principal management to improve quality, namely by implementing work programs in the fields of curriculum, student affairs, public relations and sarpras, 3) The form of the success of the driving school principal's work program is that students succeed in making scientific work, forming a Pancasila student profile, students are able to become a team reliable broadcast and journalist, won the national level mathematics Olympiad, made banana chip products, provided quotas for graduates to continue on to tertiary institutions and work quotas at PT Atiga Langgeng Mandiri Gresik, SMA Assa'adah Bungah Gresik became facilitators of driving schools so as to create relationships Gresik high school synergy.    

School is an educational institution that has the goal of educating the nation's successors and producing quality output. In achieving these goals, schools need an organizational structure that can carry out its functions properly. The principal plays a key role as a driving force in improving the quality of education in schools, where schools are considered as educational organizations. This article will discuss the role of the principal in improving the quality of education in schools, namely the role of the principal in management in schools, the role of the principal as a key in creating a good organizational structure, and the role of the principal as an agent of change and role model in the world of education. The research method used in this article is literature study which is supported by various sources, both in the form of previously published books and national journals.