Case Studies of School-Based Management
Byline: Florangel Rosario Braid
"AMUST read" for teachers, school administrators, and development planners, is this documentation of fifty case studies of school-based management in selected schools of the country. Published in 2005, the book documents how the Third Elementary Education Project (TEEP) assisted the Department of Education in improving quality of elementary education through decentralization in 23 of the poorest provinces. Fifty of the 8,677 schools were chosen to demonstrate improved learning achievement through increased completion rates and access to quality education, improved institutional capacity of DepEd to manage change through teacher effectiveness and better management with the active involvement of the community and local government as partners. What is remarkable about the achievement is that these schools are located in the most marginalized and deprived barangays. .
To illustrate the spirit of SBM or school-based management, Prof. Maria Cynthia Rose B. Bautista, who led the U.P. case study editorial team, cited as example, a song composed by a member of the ParentsTeachers-Community Association or PTCA in a barangay school in Pikit, Cotabato. The song highlighted the basic element -- a change in the formal governance by involving multiple stakeholders -- the PTCA, local government units, students, alumni, the teachers, and community groups, in the planning and implementation of the program. "This forged shared accountability for the achievements and failures of the school and developed a forwardlooking culture of planning, monitoring, and evaluation", she noted.
The fifty cases showed how the schools had dramatically changed in the last five years. In each of the cases, we see inspiring models among teachers, school administrators, and even local government officials, parents and members of the community, each working in cooperation with one another. Note the stories of heroic leaders like the following, according to the researchers: There was the "wonder woman" -- teacher in charge who won over skeptical stakeholders by walking her talk -- donating six months of her salary to stop the further deterioration of her school and mowing the school grounds herself to set an example; Another teacher transformed the "culture of indifference" that bogged down her school; another one helped improve school facilities and nutrition, shelling out funds from her own income to paint the school and subsidize poor parents and pupils; still another one injected fun into learning and enhanced the school's library collection using the resources available from the Internet. …