Implementing school-based management in Indonesia

By Mark Heyward, RA Cannon, Sarjono

Indonesia, the world's fourth most populous nation, has been decentralizing its education sector for the past decade. In this context, school-based management is essential for improving the quality of education. A mixed-method, multisite assessment of a project that aimed to improve the management and governance of basic education in Indonesia documented the positive impact on school-based management in both public and private schools, including madrasah (Islamic schools). This Occasional Paper documents the factors that were associated with the project's positive impact on Indonesian schools in terms of improving planning, community participation, and transparency.


Heyward, M., Cannon, RA., & Sarjono (2011). Implementing school-based management in Indonesia. (RTI Press Publication No. OP-0006-1109). Research Triangle Park, NC: RTI Press.

© 2019 RTI International. This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.


Mark HeywardMark Heyward, PhD, MEdStud, has worked in education in Indonesia since 1992. He is currently a field operations advisor for the United States Agency for International Development’s (USAID’s) Decentralized Basic Education 1 (DBE1) program, implemented by RTI International. He plans and designs interventions, coordinates project teams’ work, and helps build the capacity of local stakeholders.

RA CannonRobert A. Cannon, MA, MEdAdmin, has consulted on education and development in Indonesia since 1987 with the University of Indonesia, the World Bank, USAID, the Asian Development Bank, UNICEF, and the Australian Agency for International Development (AusAID). He has taught at the University of Indonesia and at the University of Adelaide, where he was associate professor and director of the Advisory Centre for University Education.

SarjonoSarjono, PhD, MSc, became DBE1’s lead monitoring and evaluation (M&E) specialist in early 2005. He developed and oversaw structured M&E activities such as collecting data, measuring project impact, examining performance, and suggesting improvements in implementation.

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