The case presents the situation prevailing in Loreto Day School, Sealdah, when Sister Cyril took over as the principal of the school. It details the initiatives taken by her to turn around the school. With her active interest and concern for marginalised children, the school started admitting a greater number of non - fee paying children, bringing their number to half of the total enrolled children in the school. Several programmes like providing shelter to street children and integrating them into the education system, weekly visits by school children to nearby village schools, addressing the problem of hidden child labour, programmes for platform children and training for barefoot teachers were organised along with other teaching and learning activities in the school. Pedagogic changes like activity oriented science teaching, value education, work education, and an assessment programme which took into account the effort put in by children were also initiated. Views of a cross-section of parents, some of whom had high praise for the school while some others expressed concerns about its divergent activities are also included.
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Case Study|
March 16 2015
Loreto Day School, Sealdah
Rajeev Sharma;
Rajeev Sharma
Indian Institute of Management, Ahmedabad
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Geeta Choudhury
Geeta Choudhury
Indian Institute of Management, Ahmedabad
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Publisher: Emerald Publishing
Received:
October 21 2019
Online ISSN: 2633-3260
© 2015 by the Indian Institute of Management, Ahmedabad
2015
Indian Institute of Management, Ahmedabad
Licensed re-use rights only. Cases of the Indian Institute of Management Ahmedabad, are prepared as a basis for classroom discussion. They are not designed to present either correct or incorrect handling of situations.
Indian Institute of Management Ahmedabad 1–12.
Article history
Received:
October 21 2019
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Case study:
Loreto Day School, Sealdah
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Citation
Sharma R, Choudhury G (2015;), "Loreto Day School, Sealdah". Indian Institute of Management Ahmedabad, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/CASE.IIMA.2019.000100
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