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John L. Dart Library
9 a.m. – 7 p.m.
Phone: (843) 722-7550
West Ashley Library
9 a.m. – 7 p.m.
Phone: (843) 766-6635
Folly Beach Library
9 a.m. - 5:30 p.m.
Phone: (843) 588-2001
Edgar Allan Poe/Sullivan's Island Library
Closed for renovations
Phone: (843) 883-3914
Wando Mount Pleasant Library
9 a.m. – 8 p.m.
Phone: (843) 805-6888
Village Library
9 a.m. - 6 p.m.
Phone: (843) 884-9741
St. Paul's/Hollywood Library
9 a.m. – 8 p.m.
Phone: (843) 889-3300
Otranto Road Library
9 a.m. – 8 p.m.
Phone: (843) 572-4094
Mt. Pleasant Library
9 a.m. – 8 p.m.
Phone: (843) 849-6161
McClellanville Library
9 a.m. - 6 p.m.
Phone: (843) 887-3699
Keith Summey North Charleston Library
9 a.m. – 8 p.m.
Phone: (843) 744-2489
John's Island Library
9 a.m. – 8 p.m.
Phone: (843) 559-1945
Hurd/St. Andrews Library
9 a.m. – 8 p.m.
Phone: (843) 766-2546
Miss Jane's Building (Edisto Library Temporary Location)
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Phone: (843) 869-2355
Dorchester Road Library
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Phone: (843) 552-6466
Baxter-Patrick James Island
9 a.m. – 8 p.m.
Phone: (843) 795-6679
Main Library
9 a.m. – 8 p.m.
Phone: (843) 805-6930
Bees Ferry West Ashley Library
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Phone: (843) 805-6892
Mobile Library
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Phone: (843) 805-6909
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Modernizing the State Education Agency: Different Paths toward Performance Management
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- Author(s): Murphy, Patrick; Rainey, Lydia; University of Washington, Center on Reinventing Public Education
- Language:
English- Source:
Center on Reinventing Public Education. 2012.- Publication Date:
2012- Document Type:
Reports - Research - Language:
- Additional Information
- Availability: Center on Reinventing Public Education. University of Washington Bothell Box 358200, Seattle, WA 98195. Tel: 206-685-2214; Fax: 206-221-7402; e-mail: [email protected]; Web site: http://www.crpe.org
- Peer Reviewed: N
- Source: 30
- Sponsoring Agency: Eli and Edythe Broad Foundation
- Education Level: Elementary Secondary Education
- Subject Terms:
- Subject Terms:
- Subject Terms:
- Abstract: This project examines how eight state education agencies engaged the charge of improving their lowest-performing schools. The states examined are among the most active and intentional in this regard. In many ways, they are at the leading edge of what could eventually become 50 different experiments in performance management. By focusing on states at the forefront of the turnaround effort, the authors hope to identify promising paths that SEAs can follow as they shift the focus of their departments away from ensuring compliance and toward managing for improved performance. This report begins by briefly discussing prior research on the role of state agencies in supporting struggling schools. It then identifies the logic of school reform that guides their processes. Importantly, all of the states examined here start from nearly the same point, a federally defined set of steps by which they are bound, and they share certain elements of change. For example, they all used data to guide their work, restructured their organizations, and embraced the principles of transparency and clarity in communicating their intentions. They established a sense of urgency to build momentum for reform, leveraged the threat of federal requirements, and relied upon strong leadership, though in differing manners and to differing degrees. Finally, the report examines the overall strategic visions that guide SEAs' efforts to improve schools. These visions represent the greatest variation in terms of how SEAs approach school improvement. Undergirding these strategies are very different theories of action and expectations about the role of local education agencies (LEAs). It is too early to identify one strategic approach that is best in all situations. Each was implemented only recently and is embedded in a particular set of circumstances. Interestingly, they all share a common implicit assumption that enough administrative, teaching, and school leadership talent--either in terms of individuals or organizations--can be developed or recruited to support the reform effort. While the overall prognosis is uncertain as to the best transformation path, it is clear that any approach relies on recruiting enough talent to drive the effort. New Jersey Department of Education Organizational Charts 2010 and 2011 are appended. (Contains 2 figures, 2 tables and 36 footnotes.)
- Abstract: ERIC
- Publication Date: 2012
- Accession Number: ED535609
- Availability:
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