FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W247663428> ?p ?o ?g. }

• W247663428 startingPage "44" @default.
• W247663428 abstract "IN THE 1980s, site-based management was one of the hottest theories in education. The idea was to drive budget authority and decision-making power down to the school level, allowing those in the trenches to respond to local needs and promoting diversity and flexibility within the system. No longer would edicts be handed down from central-office administrators who were divorced from life in the schools. Few school districts bought into this theory more wholeheartedly than Chicago. In 1988, with the Illinois state legislature's passage of the Chicago School Reform Act, the site-based management theory was joined with the idea that schools would better serve their constituents if the constituents were given more power. The new law created an 11-member local school council at each of the district's 550 schools. The councils were made up of parents of children in the schools and were given the power to hire and fire the school principal and to set budget priorities. In turn, the power of the central office was diminished. The 1988 reform was based on the idea that the schools didn't need support and intervention from the central office in order to improve on a systemwide basis. Consequently, between 1989 and 1996, the number of staff positions in the central office was reduced by 44 percent, from 4,881 to 2,739. This wasn't just achieved by outsourcing noncore functions like busing and school construction. In the areas of curriculum, instruction, professional development, and related support services, the number of central-office positions was reduced by 45 percent, from 404 to 221. The decentralized management structure was reinforced by an infusion of $53 million from local foundations to support reform at the school level led by the school councils. However, the decentralized regime didn't fulfill the public's expectations during its seven years of implementation. Even supporters of the local school councils concluded that only about one out of three elementary schools developed the organizational capacity to address educational needs. The achievement trends were inconclusive. For example, one study found that students in 6th grade registered a 42 percent increase in reading performance and a 63 percent increase in math learning between 1991 and 1996. But the reading proficiency of 4th graders regressed by 22 percent during the same period. No progress was observed at the high-school level either; on average, high schools had only 20 percent of their students reading at or above the national average. The continuing failure of the Chicago Public Schools sparked a complete about-face in 1995, when Mayor Richard Daley took control of the system. Traditionally the school board had been insulated from City Hall, a legacy of Progressive-era reforms that sought to keep politics out of the schoolhouse. In the 1990s, however, a new breed of urban mayor began to see the school system as one of the keys to rebuilding the cities. Mayors like Thomas Menino in Boston, Rudy Giuliani in New York, and Daley in Chicago pushed for authority over the schools. Daley, for one, realized the political risks inherent in taking over a troubled school system. With authority would also come accountability at the ballot box. But his confidence was bolstered by his 1995 reelection, and he was determined to confront the challenge of improving public education in the city. The mayoral takeover in Chicago heralded a return to a strong central administration. Daley's choice as schools CEO, Paul Vallas, the mayor's former budget director, saw a need to apply accountability standards to all schools and students systemwide. This addressed a key limitation of decentralization--namely, that organizational changes at the school level cannot compel academic improvement across the system. While decentralization may lead to successful reform in some schools, systemwide improvement is not likely to occur unless district leadership has the political will and the capacity to implement performance-based accountability. …" @default.
• W247663428 created "2016-06-24" @default.
• W247663428 creator A5034099501 @default.
• W247663428 date "2003-01-01" @default.
• W247663428 modified "2023-09-23" @default.
• W247663428 title "The Big Stick: School Reform in Chicago Depended on Setting Standards and Promoting Systemwide Improvement. (Feature)" @default.
• W247663428 hasPublicationYear "2003" @default.
• W247663428 type Work @default.
• W247663428 sameAs 247663428 @default.
• W247663428 citedByCount "0" @default.
• W247663428 crossrefType "journal-article" @default.
• W247663428 hasAuthorship W247663428A5034099501 @default.
• W247663428 hasConcept C111919701 @default.
• W247663428 hasConcept C11413529 @default.
• W247663428 hasConcept C121332964 @default.
• W247663428 hasConcept C144024400 @default.
• W247663428 hasConcept C144559511 @default.
• W247663428 hasConcept C162324750 @default.
• W247663428 hasConcept C163258240 @default.
• W247663428 hasConcept C17744445 @default.
• W247663428 hasConcept C187736073 @default.
• W247663428 hasConcept C19417346 @default.
• W247663428 hasConcept C199539241 @default.
• W247663428 hasConcept C2776007630 @default.
• W247663428 hasConcept C2777351106 @default.
• W247663428 hasConcept C2780598303 @default.
• W247663428 hasConcept C3116431 @default.
• W247663428 hasConcept C39549134 @default.
• W247663428 hasConcept C41008148 @default.
• W247663428 hasConcept C47177190 @default.
• W247663428 hasConcept C48103436 @default.
• W247663428 hasConcept C62520636 @default.
• W247663428 hasConcept C83009810 @default.
• W247663428 hasConceptScore W247663428C111919701 @default.
• W247663428 hasConceptScore W247663428C11413529 @default.
• W247663428 hasConceptScore W247663428C121332964 @default.
• W247663428 hasConceptScore W247663428C144024400 @default.
• W247663428 hasConceptScore W247663428C144559511 @default.
• W247663428 hasConceptScore W247663428C162324750 @default.
• W247663428 hasConceptScore W247663428C163258240 @default.
• W247663428 hasConceptScore W247663428C17744445 @default.
• W247663428 hasConceptScore W247663428C187736073 @default.
• W247663428 hasConceptScore W247663428C19417346 @default.
• W247663428 hasConceptScore W247663428C199539241 @default.
• W247663428 hasConceptScore W247663428C2776007630 @default.
• W247663428 hasConceptScore W247663428C2777351106 @default.
• W247663428 hasConceptScore W247663428C2780598303 @default.
• W247663428 hasConceptScore W247663428C3116431 @default.
• W247663428 hasConceptScore W247663428C39549134 @default.
• W247663428 hasConceptScore W247663428C41008148 @default.
• W247663428 hasConceptScore W247663428C47177190 @default.
• W247663428 hasConceptScore W247663428C48103436 @default.
• W247663428 hasConceptScore W247663428C62520636 @default.
• W247663428 hasConceptScore W247663428C83009810 @default.
• W247663428 hasIssue "1" @default.
• W247663428 hasLocation W2476634281 @default.
• W247663428 hasOpenAccess W247663428 @default.
• W247663428 hasPrimaryLocation W2476634281 @default.
• W247663428 hasRelatedWork W110279267 @default.
• W247663428 hasRelatedWork W110573600 @default.
• W247663428 hasRelatedWork W142432629 @default.
• W247663428 hasRelatedWork W1966899817 @default.
• W247663428 hasRelatedWork W2014498440 @default.
• W247663428 hasRelatedWork W2038555776 @default.
• W247663428 hasRelatedWork W2054039865 @default.
• W247663428 hasRelatedWork W2078664198 @default.
• W247663428 hasRelatedWork W2083388492 @default.
• W247663428 hasRelatedWork W2083644206 @default.
• W247663428 hasRelatedWork W212637263 @default.
• W247663428 hasRelatedWork W241617698 @default.
• W247663428 hasRelatedWork W2487851437 @default.
• W247663428 hasRelatedWork W278056746 @default.
• W247663428 hasRelatedWork W292359677 @default.
• W247663428 hasRelatedWork W295920059 @default.
• W247663428 hasRelatedWork W2992783699 @default.
• W247663428 hasRelatedWork W369869020 @default.
• W247663428 hasRelatedWork W912025590 @default.
• W247663428 hasRelatedWork W91870487 @default.
• W247663428 hasVolume "3" @default.
• W247663428 isParatext "false" @default.
• W247663428 isRetracted "false" @default.
• W247663428 magId "247663428" @default.
• W247663428 workType "article" @default.