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This paper describes the experience of a large, complex school system (the Catholic Education System of the Sydney, Australia, Archdiocese) in implementing processes designed to ensure and enhance quality educational outcomes for 62,000 students. The case study details the practice and experience of working at system and school levels over a 20-year period. Specifically, the paper addresses the development and implementation of formal appraisal processes to review individuals' leadership effectiveness; strategic planning processes at both system and school levels; and the integration of system process and structures. The burgeoning of large and powerful Catholic Education Offices during the past 20 years has significantly affected almost every aspect of Catholic education in Australia. A loose network of schools is becoming centralized under the CEO, schools are chiefly administered by lay principals, and increased accountability demands are being made. Church organizations implementing strategic planning and formal accountability processes are engaging in major organizational change, with all the implications that accompany the associated cultural transformation. Ready acceptance of the new School Review and Development Process among principals and CEO staff resulted from a well-planned design phase. Included are appendices with statistical profiles and a bibliography of 29 references. (MLH)

Descriptors: Accountability, Administrator Evaluation, Case Studies, Catholic Schools, Centralization, Educational Change, Elementary Secondary Education, Foreign Countries, Longitudinal Studies, Organizational Change, Principals, Program Evaluation, School Culture, Strategic Planning











Autor: Barrett, Christopher; McNamara, Natalie

Fuente: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=9589&id=ED371435







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