Introduction In the 1950s, the Washington D.C. public schools (DCPS) began heading in the direction of failure with some of the lowest performing students with in the nation. Michelle Rhee, a former Teach for America teacher and an education reform advocate, was hired as the Chancellor in 2007 by Mayor Adrian Fenty, who emphasized education. Rhee believed that the accountability and quality of the teachers was crucial to the effectiveness of the students’ education and implemented the IMPACT system. In this paper, by using Moore’s Strategic Management Triangle, I will evaluate Rhee’s performance and argue that there was potential for the success of the reform agenda, but the misalignment of Rhee’s and the public’s value of substance, the lack of legitimacy from the community of politics, the administrative and operational infeasibility of the IMPACT system of administration caused Rhee to fail to deliver public value needs in the education reform.
Substance
Moore (2004) defines substance as the plan or purpose a public …show more content…
Rhee developed a unilateral alliance with Mayor Fenty and she was successful in influencing him to trust and give her power. Without consultation with the union, Mayor Fenty appointed Rhee as chancellor and said, ‘My role was to give her as much freedom from politics, politicians, and special interests as possible’ (Winig et.al, 2012). When Rhee fired employees and in 2008, she did not need to provide the list to the D.C. Attorney General’s office. Additionally, there was a “loss of democracy” in the community because the Mayor rid the elected Board of Education (Winig et.al, 2012). It meant that mayor’s office has authority in the system instead of the Board of Education that was disempowered. Rhee did not demonstrate an upward management approach toward political leaders and did not gain sustainable support from other
Substance
Moore (2004) defines substance as the plan or purpose a public …show more content…
Rhee developed a unilateral alliance with Mayor Fenty and she was successful in influencing him to trust and give her power. Without consultation with the union, Mayor Fenty appointed Rhee as chancellor and said, ‘My role was to give her as much freedom from politics, politicians, and special interests as possible’ (Winig et.al, 2012). When Rhee fired employees and in 2008, she did not need to provide the list to the D.C. Attorney General’s office. Additionally, there was a “loss of democracy” in the community because the Mayor rid the elected Board of Education (Winig et.al, 2012). It meant that mayor’s office has authority in the system instead of the Board of Education that was disempowered. Rhee did not demonstrate an upward management approach toward political leaders and did not gain sustainable support from other