Pemetaan lanjutan potensi, tantangan, dan arah pengembangan SMA Muhammadiyah Mataram

Abstract

Abstrak

SMA Muhammadiyah Mataram Perguruan Anyelir mengalami vakum operasional sejak tahun ajaran 2022/2023, mencerminkan krisis kelembagaan yang tidak hanya bersifat administratif, tetapi juga struktural dan strategis. Kegiatan pengabdian kepada masyarakat ini bertujuan untuk memetakan secara mendalam potensi, tantangan, serta arah pengembangan sekolah guna merumuskan strategi revitalisasi berbasis data dan kolaborasi. Metode yang digunakan adalah pendekatan partisipatif-kolaboratif dengan melibatkan Majelis Dikdasmen PDM Kota Mataram, alumni, ortom Muhammadiyah, dan mitra strategis dari MBS UMMat. Teknik pengumpulan data mencakup observasi lapangan, Focus Group Discussion (FGD), dan analisis SWOT. Hasil FGD menunjukkan bahwa meskipun sekolah menghadapi persoalan serius seperti ketidakaktifan manajemen, lemahnya promosi digital, dan kerusakan infrastruktur, terdapat modal sosial yang kuat berupa dukungan alumni, lokasi strategis, serta jejaring ortom yang aktif. Strategi revitalisasi yang diusulkan meliputi rebranding kelembagaan, penyusunan visi-misi baru, kurikulum kontekstual berbasis nilai Islam progresif dan teknologi digital, serta penguatan kemitraan dan promosi digital. Selain itu, telah disusun roadmap revitalisasi selama tiga tahun sebagai panduan operasional. Kegiatan ini membuktikan bahwa transformasi kelembagaan sekolah Muhammadiyah hanya dapat dicapai melalui pendekatan sistemik dan partisipatif. Praktik baik yang dihasilkan diharapkan tidak hanya membangkitkan kembali SMA Muhammadiyah Mataram, tetapi juga menjadi model revitalisasi bagi sekolah-sekolah Muhammadiyah lain yang menghadapi problematika serupa di tingkat nasional.

Kata kunci: pemetaan lanjutan potensi; tantangan; arah pengembangan SMA.

Abstract

Muhammadiyah Mataram Anyelir High School has been experiencing operational vacuum since the 2022/2023 academic year, reflecting an institutional crisis that is not only administrative but also structural and strategic. This community service activity aims to map in depth the potential, challenges, and direction of school development in order to formulate data-based and collaborative revitalization strategies. The method used is a participatory-collaborative approach involving the Mataram City PDM Dikdasmen Council, alumni, Muhammadiyah ortom, and strategic partners from MBS UMMat. Data collection techniques include field observations, Focus Group Discussions (FGD), and SWOT analysis. The FGD results showed that although the school faces serious problems such as inactive management, weak digital promotion, and infrastructure damage, there is strong social capital in the form of alumni support, a strategic location, and an active affiliated organization network. The proposed revitalization strategies include institutional rebranding, the formulation of a new vision and mission, a contextual curriculum based on progressive Islamic values and digital technology, and the strengthening of partnerships and digital promotion. In addition, a three-year revitalization roadmap has been developed as an operational guide. This activity proves that institutional transformation of Muhammadiyah schools can only be achieved through a systemic and participatory approach. The resulting best practices are expected to not only revive Muhammadiyah Mataram High School, but also serve as a model for revitalization for other Muhammadiyah schools facing similar problems at the national level.

Keywords: advanced potential mapping; challenges; high school development direction.