This article reviews existing literature on school-based management policy and research and highlights several themes related to both why school-based management does not work and how it can be designed to be more effective. The intended purpose is to offer new directions for school-based management policy and research, based on what is already known and where knowledge deficiencies lie. The results from the review suggest that future policy and research ought to expand its purview of school-based management to include more than just delegating budget, personnel, and curriculum decisions to schools and to join school-based management as a governance reform with content (curriculum and instruction) reforms so as to enhance the possibilities for improving educational practice.

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This article estimates the costs of school finance adequacy in each of the 50 states and Washington, D.C. by applying the recommendations from an evidence-based model to the student characteristics of each individual state. Using two different prices, (a) the national average teacher salaries adjusted by a comparable wage index and (b) individual state teacher salaries, the authors estimate per pupil costs of adequacy. Results suggest that in 30 states additional resources are needed to reach the funding level for the evidence-based model. The findings do not make adjustments for diseconomies resulting from large numbers of small schools or districts or other state preferences for educational services that could lead to individual state variations from the authors' findings.

From 1995-1998, CPRE teacher compensation researchers conducted extensive interviews and survey questionnaires of teachers and principals in three sites to measure the motivational effects of school-based performance award (SBPA) programs. When a school met preset educational objectives, usually related to increases in student achievement, the SBPA programs in Charlotte-Mecklenburg (North Carolina) and Kentucky provided salary bonuses to all the teachers in the school and the SBPA program in Maryland provided a monetary award to the school for school improvements. CPRE researchers found that the SBPA programs in two of the three sites helped teachers focus on student performance goals. However, the motivational power of the programs varied due to differences in teachers' beliefs. For instance, it mattered whether teachers believed their individual effort would lead to increases in schoolwide student performance, the SBPA system was fair and the award amount was worth the extra effort and stress, and that they would be given the award if they could produce the improved performance results. The relationship between teachers who were motivated by school-based performance awards or sanctions and improvements in school performance also varied and may have been attributable to differences in the actual programs as well as the local context. Disciplines Education Policy | Performance Management | Teacher Education and Professional Development Comments View on the CPRE website.

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