In South Africa, new legislation and policies on inclusive education in the post-apartheid era since 1994 have placed a strong emphasis on equity, equality, and human rights, as defined in the South African Constitution. As a result, a White Paper on building an inclusive education and training system was published in 2001. It acknowledges the failure of the education system to respond to the barriers to learning and development experienced by a substantial number of learners, including diverse learning needs caused by, for example, language, socioeconomic, or gender issues as well as disabilities. This policy document describes inclusive education as being based on the ideals of equity and equality and as a result recognizing and respecting learner and learning diversity within mainstream schools. As stated in the policy, in practice this means identifying and removing barriers in the education system to ensure that the full range of diverse learning needs are met in mainstream classrooms as well as providing support to learners and teachers in addressing barriers to learning and development.
Research studies on the implementation of inclusive education in South Africa, however, are finding that despite the development of a wide range of implementation guidelines since 2007, complex interrelated issues continue to complicate the development of successful inclusive schools. These issues include a continued divergence of views of inclusive education with a continuing strong belief in special education and separate educational settings by most teachers, therefore leading to a resultant lack of clarity regarding the implementation of inclusive education at the level of local practice in schools and classrooms. These differences in the understanding of inclusive education and its enactment in diverse school contexts also bring the question of power and agency into South African debates about inclusive education: who should decide which version of inclusive education should be the goal of the development of inclusive education in a specific school district or a specific school. Furthermore, contextual issues including the lack of financial and human resources, for example effectively trained teachers, effectively functioning district educational support teams for schools in specific school districts, lack of textbooks, and overcrowded classrooms, play a dominant role in the development of effective inclusive schools.
David Middlewood and Ian Abbott
This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Education. Please check back later for the full article.
Schools where staff members are heavily committed to their own learning as much as the students’ are seen as professional learning communities. The development of staff learning occurs through continuous examination of and reflection on practice and sharing the outcomes with colleagues. This examination often takes the form of structured in-house professional learning inquiry, leading to the growth of a research-based culture, enabling professional insights and leading to school improvement. School leaders are important in facilitating and developing such cultures.
Collaboration between schools, including those in quite different contexts, is growing rapidly this century, and where the collaborating schools are learning communities, the potential enrichment for all involved, within a federation or academy chain for example, is considerable. Such communities and the collaboration between them take time to develop, and barriers to progress exist, including a tension between collaboration and competition in some systems. The answer lies in a commitment to mutual learning, to the benefit of all those concerned, including the students themselves.
China’s higher education system witnessed quite a few dramatic institutional changes in recent years. The state has been making a series of attempts to increase the quantity of higher education opportunities through massive expanding of higher education’s capacity (also referred to as the massification of higher education). Meanwhile, the system experienced marketization and privatization, in which the funding for higher education institutions (HEIs) increasingly depends on the non-state sector and student payments for tuition fees. The private (minban) HEIs and Sino-foreign HEIs began to develop in China. With a strong conviction to enhance the global competitiveness of top universities, master plans for developing world-class universities and disciplines were initiated, and talent programs were adopted to attract global high-skilled talent to HEIs in China to enhance the teaching and research capability of HEIs. In recent years, HEIs have been granted larger institutional autonomy with greater accountability. Higher education in China has experienced dramatic institutional changes in recent years and has made great achievements and gained international acclaim. Given such capacity, HEIs became one of the largest systems in the world. More and more higher education opportunities have been provided for students, and an increasing number of leading scholars in the world have been attracted to HEIs in China. However, the development of higher education has encountered several challenges—in particular, unequal opportunities for higher education attainment, difficulties for college graduates in finding employment, and the unequal development of higher education among disciplines, between universities, and across regions. Critical reflections on the development of higher education in China and the notion of broadly defined educational equality are required.
James H. Williams
This article looks broadly at the intersection of education, development, and international cooperation. It discusses trends in international cooperation in education for developing countries as well as ongoing challenges. Education has expanded rapidly throughout the world. Even so, the industrialized nations are decades if not generations ahead of parts of the developing world in terms of enrollment and learning attainment. For reasons of equity and economic development alone, it is imperative that all efforts be put to the task of achieving universal school enrollment and learning. To achieve such a goal in the context of what some researchers have termed a 100-year gap requires efforts on the part of national governments and international cooperation on the part of all nations of the world. International cooperation in education includes: (1) the institutions and architecture of international organizations; (2) development assistance, which is closely related; and (3) international agreements to promote education and other development goals. In a broad sense, these initiatives can be seen as moving toward increasingly cooperative relationships between wealthier nations and developing countries. International institutions involved in education include various agencies of the United Nations (UNESCO, UNICEF, ILO, UNHCR) as well as multilateral development banks (the World Bank, IMF, IDA, etc.); regional development banks (Asian Development Bank, Inter-American Development Bank, etc.); and bilateral development agencies. Development assistance is provided in the form of technical and financial assistance to national governments by bilateral development agencies, the multilateral development agencies, UN agencies, as well as an increasing number of non-governmental agencies (NGOs). The UN Declaration on Human Rights and the Convention on the Rights of the Child are foundational documents laying out the rights of all children to education and the obligation of governments to ensure children have access to quality education. Several global initiatives have led the way toward increasing educational participation in developing countries, including Education for All, the Millennium Development Goals, the UN Global Education First Initiative, and the Sustainable Development Goals. The article concludes with a listing of trends in educational development.
Shibao Guo and Yan Guo
China has experienced major shifts from a centrally planned economy to a market economy, from centralization to decentralization, from state ownership to privatization, and from a decisive state to a weakened state. Despite China’s economic miracle, the country also faces unprecedented challenges, including rising social inequality, rural-urban divide, regional disparity, environmental degradation, declining health and education conditions, and polarization between the rich and poor. China’s profound socioeconomic and political transformations have led to significant fundamental changes to education in China, as manifested in its decentralization, marketization, and privatization. One significant paradigm change relates to the devolution of education power and policy from a centralized governance model to local governments. With the privatization and marketization of its education system, China has adopted a market-oriented approach with the orientation, provision, student enrollment, curriculum, and financing of education. There is sufficient evidence to suggest that there has been a withdrawal of the mighty state from its paternalistic role in the provision and subsidy of public education. Unfortunately, the market economy has further increased education inequalities. The maldistribution of resources and education opportunities raises important questions about issues of social justice and equity regarding who gets how much education as the social good.
Juan Pablo Valenzuela and Carmen Montecinos
After over 30 years of a market model for the provision of educational services in Chile, the expansion of private providers financed through state vouchers, a decrease in public school enrollments, and a highly segregated educational system with unequal learning opportunities sparked in 2006 a social movement demanding changes to the model. In this article we discuss three structural reforms implemented between the years of 2008 and 2016 aiming to increase educational quality, reverse declining enrollments in public schools, the inequitable distribution of learning opportunities, and school segregation. The Preferential School Subsidy Law, passed in 2008, acknowledges that students who are growing up under conditions of social exclusion require extra support, thus in addition to the regular voucher a subsidy is provided to vulnerable students. The Law for School Inclusion, approved in May 2015, involves four main components: expansion of state subsidies, elimination of parental co-payment, elimination of for-profit voucher schools, and elimination of school practices to select students. The National System for Teachers’ Professional Development Law, approved in 2016, addresses improvements in teachers’ working conditions as well as more rigorous requirements for university-based initial teacher preparation programs. After presenting the antecedents and key provisions of each law, we analyze their potential impacts and the risk factors that may attenuate them. Three main areas of risks are addressed: externalities, institutional capacities at various levels of the system, and changes in the economic and political support needed for long-term sustainability.
The Role of Leadership in Obtaining International Accreditation of Educator Preparation Providers (CAEP Requirements)
Sulaiman Al-Balushi, Mahmoud Emam, and Khalaf Al-Abri
This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Education. Please check back later for the full article.
Leadership is conceptualized in various ways. In general, however, leadership is defined as a transaction between leaders and followers. In 2016, the College of Education at Sultan Qaboos University (SQU) successfully obtained international accreditation by the U.S. National Council for Accreditation of Teacher Education (NCATE), which is now known as the Council for the Accreditation of Educator Preparation (CAEP). This achievement was recognized nationally by policymakers and was commended internationally by education experts. In fact, the journey toward international accreditation was so challenging that without the contribution of sustained leadership it could not have been completed. The college leadership contributed considerably and played an inspirational role to achieve that goal.
In the early stages of the process, the college leadership conducted a thorough needs assessment in which opportunities, assets, and risks were identified before a decision regarding seeking international accreditation was made. Given that national accreditation was established recently in Oman, the college leaders focused on communicating the vision and mission clearly to the college faculty and administrative staff as well as students. This was followed by leading change within the institution through a careful inspection of the resources that could be deployed and the incentives that could successfully promote the new accreditation culture and build positive attitudes. Through forming teams of leaders within the institution as part of the distributed leadership, the college was able to set up an action plan in which various gaps could be covered.
The college leadership adopted different approaches to lead the college, its faculty, staff, and students toward the attainment of the international accreditation. A combination of distributed, transactional, and transformational leadership approaches was used by the college leadership in order to pursue and accomplish accreditation. The college relied on the academic accreditation steering committee (AASC) as a form of distributed leadership. The AASC included faculty members with experience in academic accreditation and assessment and represented focal points for other faculty members. The college leadership restructured the roles and responsibilities of the Heads of Departments (HoDs) as a form of transactional leadership in order to embed accreditation work within the normal flow of operations.
The college provided constant feedback on performance, adhered to equity and equality principles, considered personal differences among staff and students, and responded to their diverse needs. As a form of transformational leadership, the college worked on creating the culture for accreditation, stimulating innovation and creativity, encouraging scholarship and research activities, and sharing potential risks. The college sought to build a community of practice by creating a positive collegial atmosphere for teamwork and capacity building. The adoption of a combination of successful leadership styles helped the college to overcome the potential ambiguity and conflict between academic duties of faculty and the demanding tasks of accreditation. Additionally, it helped faculty members, staff, and students to change from being passive observers to positive players.
Furthermore, the effective leadership was the means by which the college faced the resistance that some faculty members showed initially. Such resistance was met with various management strategies, such as stressing the shared aims and values within the institution, fostering a collaborative and supportive environment, respecting the cultural and contextual values, encouraging faculty to participate in decision-making, instilling trustworthiness and integrity, and acting as role models. In short, it can be said that the achievement of international accreditation, though a tough journey, was possible only because the college leaders thought it could be realized and worked for it.