In the context of secondary education, the Strategic Plan (Renstra) is an essential instrument in directing the implementation of school performance in a structured and long-term orientation. This study aims to evaluate the implementation of the Strategic Plan-based school performance implementation system in Minahasa Regency, by highlighting the integration of strategies into managerial practices, leadership effectiveness, and stakeholder participation. Using a qualitative approach of case studies, data was collected through in-depth interviews, participatory observations, document analysis, and questionnaires that were distributed to school principals, teachers, education staff, and school committees. The study results show that although most schools have prepared the Strategic Plan document according to the provisions, its implementation has not been thoroughly internalized in daily operational management. Many schools still position the Strategic Plan as an administrative document without integrating it into the evaluation and strategic decision-making process. The role of the principal as a strategic leader greatly determines the success of the implementation, but the uneven leadership capacity is a significant challenge. Stakeholdeconsider the Strategic Planr participation, especially teachers and the community, is also still minimal, while the evaluation system does not use comprehensively structured performance indicators. These findings underscore the importance of strengthening collaborative organizational culture, strategic leadership training, and the development of data-driven performance measurement systems. This research contributes to the literature on strategic education management. It opens opportunities for further exploration related to the digitalization of the Strategic Plan and the integration of strategy-based school performance evaluation.

This study discusses the implementation of SWOT analysis as a strategic tool in education management to improve the quality and effectiveness of educational institutions. The main focus of the study is to evaluate the effectiveness, challenges, and best practices of the implementation of SWOT in the context of educational institutions in Indonesia. Through the literature study method, data is collected from various literature sources such as scientific journals, policy documents, and research reports. The results of the study show that SWOT analysis is able to provide a comprehensive overview of the internal (strengths and weaknesses) and external (opportunities and threats) conditions of the institution, thus making it easier to formulate strategies based on real conditions. SWOT has been proven to encourage more adaptive, participatory, and data-driven strategic planning, as well as strengthen stakeholder involvement in the decision-making process. Nonetheless, the successful implementation of SWOT is highly dependent on data quality, managerial capacity, and the sustainability of follow-up from the analysis results. Challenges that often arise are subjectivity in assessment, lack of technical training, and limitations in integrating SWOT into the institution's long-term plan. This study contributes to strengthening the strategic management practice of education in Indonesia, as well as opening up space for further research on the integration of SWOT with other management models such as the Balanced Scorecard and quantitative analysis based on strategic matrices.