The Turbulence Black, Asian, Minority Ethnicity Chief Executive Officers of Small, Medium and Empty MATs Face in England’s Education System; the Structures

Alison Taysum
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引用次数: 7

Abstract

Abstract The professional challenge the chapter addresses is Black, Asian Minority Ethnic Chief Executive Officers (BAME CEOs) who lead Multi-academy Trusts (MATs) in England need to navigate turbulence to assure all schools within their MATs are high performing. In the investigation of this issue, the structures of MATs themselves emerge as causing turbulence. Evidence revealed the BAME CEOs with track records of improving failing schools to outstanding schools interviewed in this research are working in partnership with their communities. These BAME CEOs sustain their high achieving MATs and/or take on more schools that need improving and lead their change to outstanding schools with BAME communities, non-BAME communities and diverse communities. However, they were not given the opportunities to build capacity for high-performing schools by the current MAT structures. Rapid change to the organisation of Public Education Governance Systems has shifted power from local authority governance to public corporation governance without addressing any of the old problems in the change (Brighouse, 2017). The rapid change has led to a clash of cultures between those with the values of generic Public Governance Systems who have not been democratically elected by the public and do not require professional educational credentials, a track record of being ethical teachers, and a track record of leading ethical teachers in ethical communities in school improvement from ‘Needs Improvement’ to ‘Good’ or ‘Outstanding’. The rapid change has been hallmarked by a lack of full and free interactions and cooperation of the public in how the change in public education is being implemented. There has been no referendum on whether parents want their schools organised by their representatives they have elected in local councils or organised by public corporations financed by Private Finance Incentive (PFI) and Private Finance 2 (PF2) and operated by public corporations like Carillion.
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英国教育体系中黑人、亚裔、少数族裔首席执行官、中小首席执行官和空席首席执行官面临的动荡的结构
本章所涉及的专业挑战是,在英国领导多学院信托基金(MATs)的黑人、亚洲少数族裔首席执行官(BAME ceo)需要应对动荡,以确保其多学院信托基金内的所有学校都表现出色。在这个问题的调查中,垫层本身的结构会引起湍流。有证据显示,在本研究中接受采访的BAME首席执行官们正在与他们的社区合作,他们有将失败学校改善为优秀学校的记录。这些BAME首席执行官保持着他们的高成就,并/或接管更多需要改进的学校,并将他们的变革引向拥有BAME社区、非BAME社区和多元化社区的优秀学校。然而,目前的MAT结构并没有给予他们为高绩效学校建立能力的机会。公共教育治理系统组织的快速变化已经将权力从地方政府治理转移到公共公司治理,而没有解决变化中的任何旧问题(Brighouse, 2017)。这种迅速的变化导致了文化冲突,这些文化冲突发生在那些拥有通用公共治理体系价值观的人之间,这些人不是由公众民主选举产生的,也不需要专业教育证书,不需要有道德教师的记录,也不需要在道德社区中领导道德教师,将学校从“需要改善”改善到“良好”或“优秀”。这种迅速变化的特点是,公众在如何实施公共教育变革方面缺乏充分和自由的互动与合作。对于家长们是希望他们的学校由他们在地方议会中选出的代表组织,还是希望由私人财政激励(PFI)和私人财政2 (PF2)资助的公共公司组织,并由像Carillion这样的公共公司运营,目前还没有全民公决。
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