The reality of diversifying sources of self-financing for government secondary schools In the city of Riyadh from the viewpoint of its leaders

Document Type : Original Article

Author

Educational Administration College of Education - Imam Muhammad bin Saud Islamic University

Abstract

The Perceptions of School Leaders on Diversifying Self-Funding Sources for Government Secondary Schools in Riyadh 
Dr. Abdullah Mohammad Alwazrah - Associate Professor of Educational Administration
College of Education - Imam Muhammad ibn Saud Islamic University
Abstract
This study aimed to identify the reality of diversifying self-funding sources for government secondary schools in Riyadh from the perspective of school leaders. It also aimed to uncover the obstacles that can limit self-funding, in addition to suggesting proposal that may contribute to diversifying self-funding sources in these schools. In order to achieve the objectives of the study, the descriptive survey method was used. A questionnaire was distributed to the study population that consisted of 127 leaders of secondary schools of the General Directorate of Education in Riyadh. The study found that the general mean of the diversification of self-funding sources for the secondary schools in Riyadh was (3.18 of 5.00), which indicates a "somewhat agreeable" option. Studying the reality revealed that the study population were interested in diversifying self-funding sources for their schools. The phrase "I am interested in increasing and diversifying self-funding sources for my school" scored the highest mean. With regard of the obstacles, the general mean was (4.09 from 5.00), which indicated a degree of "agree". The most important obstacle was: (Excess administrative burdens of the school leader). The general mean of the proposals that may help diversify self-funding sources for government secondary schools in Riyadh was (4.43 of 5.00), which indicated a degree of "strongly agree". The most important proposals from the perspective of the study population was: (providing tangible and non-tangible incentives for outstanding leaders). Based on these findings, the researcher presented a number of recommendations related to the subject of the study

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