MANAJEMEN STRATEGIS PENGEMBANGAN SEKOLAH WISATA EDUPARK DI SMP NEGERI 61 SURABAYA DAN SEKOLAH WISATA EDUKASI DI SMP TARUNA JAYA 1 SURABAYA
STRATEGIC MANAGEMENT OF THE DEVELOPMENT OF THE EDUPARK TOURISM SCHOOL AT SMPN 61 SURABAYA AND THE EDUCATIONAL TOURISM SCHOOL AT SMP TARUNA JAYA 1 SURABAYA
Indri Ribbut Aprilla.2025 Manajemen Strategis Pengembangan Sekolah Wisata Edupark Di SMP Negeri 61 Surabaya Dan Sekolah Wisata Edukasi Di SMP Taruna Jaya 1 Surabaya. Pembimbing (I) Dr. Amrozi Khamidi, S.Pd., M.Pd. dan (II ) Dr.Mohammad Syahidul Haq, M.Pd
Kata Kunci : Manajemen Strategis, Sekolah Wisata ( Edupark dan Edukasi )
Penelitian ini bertujuan untuk mendeskripsikan dan menganalisis data tentang pengembangan manajemen strategis sekolah wisata di Surabaya. Komponen yang ditinjau adalah Manajemen Strategis Pengembangan Sekolah Wisata Edupark Di SMP Negeri 61 Surabaya Dan Sekolah Wisata Edukasi Di SMP Taruna Jaya 1 Surabaya. Penelitian ini menggunakan pendekatan kualitatif dengan penelitian studi multi situs. Data dikumpulkan melalui wawancara mendalam, observasi dan dokumentasi, kemudian dianalisis secara deskriptif menggunakan model analisis model interaktif Miles dan Hubermen.
Hasil penelitian ini menggunakan pendekatan kualitatif melalui observasi, wawancara, dan analisis dokumen, penelitian menemukan bahwa manajemen strategis di kedua sekolah menekankan integrasi visi lingkungan dengan keterlibatan stakeholder, namun berbeda dalam orientasi: SMP Negeri 61 Surabaya fokus pada Adiwiyata dengan dukungan komunitas lokal, sedangkan SMP Taruna Jaya 1 berorientasi pada kewirausahaan holistik melalui kemitraan eksternal. Evaluasi kinerja dilakukan secara berkala dan partisipatif, dengan peninjauan ulang melibatkan dewan yayasan dan mitra untuk mengukur efektivitas. Penyesuaian strategi dilakukan untuk mengatasi tantangan seperti keterbatasan SDM dan dana, melalui pelatihan rutin dan sinergi eksternal, memastikan kesesuaian dengan perkembangan lingkungan eksternal dan kondisi internal. Berdasarkan analisis SWOT, strategi pengembangan dirancang untuk memperkuat kekuatan (karakter siswa dan inovasi) sambil memitigasi kelemahan (partisipasi siswa dan pengelolaan waktu), memanfaatkan peluang (dukungan pemerintah dan pasar produk), serta menghadapi ancaman (persaingan dan perubahan kurikulum). Kesimpulan menunjukkan bahwa pendekatan strategis adaptif berkontribusi pada keberlanjutan Sekolah Wisata, dengan rekomendasi penguatan kolaborasi lintas sektor dan integrasi teknologi untuk inovasi berkelanjutan. Penelitian ini memberikan model bagi sekolah lain dalam mengembangkan program wisata edukasi yang efektif dan responsif.
Indri Ribbut Aprilla. 2025 Strategic Management of the Development of Educational Tourism Schools in SMP Negeri 61 Surabaya and Educational Tourism Schools in SMP Taruna Jaya 1 Surabaya. Supervisors: (I) Dr. Amrozi Khamidi, S.Pd., M.Pd. and (II) Dr. Mohammad Syahidul Haq, M.Pd Keywords: Strategic Management, Educational Tourism (Edupark and Education) This research aims to describe and analyse data regarding the development of strategic management in educational tourism schools in Surabaya. The components examined include Strategic Management of the Development of Educational Tourism Schools in SMP Negeri 61 Surabaya and Educational Tourism Schools in SMP Taruna Jaya 1 Surabaya. This study employs a qualitative approach through multi-site research. Data were collected through indepth interviews, observations, and documentation, subsequently analysed descriptively using the interactive analysis model of Miles and Huberman.
The findings of this research indicate that by employing a qualitative approach through observation, interviews, and document analysis, the study reveals that strategic management in both schools emphasises the integration of environmental vision with stakeholder involvement; however, they differ in orientation: SMP Negeri 61 Surabaya focuses on Adiwiyata with support from the local community, whereas SMP Taruna Jaya 1 is oriented towards holistic entrepreneurship through external partnerships. Performance evaluations are conducted periodically and participatively, with reviews involving the foundation board and partners to measure effectiveness. Strategy adjustments are made to address challenges such as limitations in human resources and funding, through regular training and external synergy, ensuring alignment with external environmental developments and internal conditions.
Based on SWOT analysis, development strategies are designed to strengthen strengths (student character and innovation) while mitigating weaknesses (student participation and time management), capitalising on opportunities (government support and product market) and confronting threats (competition and curriculum changes). The conclusion indicates that an adaptive strategic approach contributes to the sustainability of Educational Tourism Schools, with recommendations for strengthening cross-sector collaboration and integrating technology for ongoing innovation. This research provides a model for other schools in developing effective and responsive educational tourism programmes.