Pursuing school renewal in the midst of change

Thesis (M. Ed.)--University of Melbourne, 1991This study considers the implementation of the goals of the St. Bernard's College mission statement. The School Development Project, through which the mission statement was developed, is only considered in terms of its impact on the implementation phase. The mission statement goals are grouped under five headings: (a) faith development, (b) personal development, (c) curriculum, (d) communication, and (e) participation. The research questions group into four key areas: (a) the process of implementation, (b) ownership of the mission, (c) the achievement of goals, and (d) the impact of leadership. The literature suggested that change is difficult to create and sustain because implementing change is centrally concerned with changing people, and people find change difficult. Helping people change in loosely coupled" educational organisations is even more difficult as change then involves a political process of negotiation and agreement. A triangulation approach was adopted to collecting data. The school community was sampled using a questionnaire and those in key leadership roles were interviewed. Documentation linked to implementation was also collected and analysed. Research findings indicated that a planned strategy for implementation was not pursued and that implementation had been affected by major changes in leadership at the local and province levels. A planned strategy for implementation is now being developed at the college. The most effective strategy would require increased external assistance to develop expertise and support implementation at the local level