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Article

Governance in Higher Education  

Jung C. Shin and Glen A. Jones

Governance has become a commonly used and studied concept within the scholarship of higher education, in large part because the term is defined broadly to include the relationships between institutions and the state, the development of system-level policies and the influence of external stakeholders, as well as institutional decision-making arrangements and structures. The concept is therefore understood as involving both multiple levels of power and authority and multiple agents and actors. It has increasingly been used as an umbrella concept in the analysis of major policy changes and reforms that are central to the study of higher education, including funding, quality assurance, and accountability. Neoliberalism and the adoption of New Public Management have transformed the governance structures and arrangements within many systems by valorizing the role of markets, strengthening the role of institutional managers as the state-centered systems decentralize elements of authority, focusing attention on institutional performance measures, and linking performance to state funding mechanisms. Government coordination of higher education has become increasing complex given the development of multiple institutional types (institutional diversity) and the positioning of higher education as a core component of national research and innovation systems. In many systems, coordination now includes multiple agencies. Institution-level governance has also been transformed in many jurisdictions with structural arrangements that reinforce the importance of central management operating under the oversight of a corporate board representing external interests and stakeholders. There has been a general decline in the influence and authority associated with traditional collegial decision processes. Research has highlighted challenges related to the understanding of governance effectiveness and the relationship between governance reform and institutional performance. There has also been an increasing interest in comparative international scholarship to identify common trends, although there is also an increasing recognition of how governance has been influenced by differences in the history, traditions, and sociopolitical contexts of national systems. A multitude of issues are deserving of greater attention within governance scholarship, including the influence of major political shifts within national governments, international rankings, and the quest for the improvement of institutional performance on system- and institution-level governance.

Article

Community-Based Reforms in the Monitoring Architecture of Elementary Education in India  

Kiran Bhatty

Governance has emerged as a major factor explaining the decline in the quality of public education around the world, including India. Monitoring is an important element of governance, not just as a means of tracking performance but also for planning and policymaking. In recent years, it has gained greater relevance in light of the increased participation of the private sector in all aspects of education delivery. How the government monitors education depends on the structures and systems it has in place to collect adequate and appropriate information, process the information, and follow through with a feedback mechanism. However, for monitoring to be effective, not only is it necessary to get information to the government, but it is equally important to close the feedback loop by acting on the information in a timely fashion. The community can play an important role in this process by verifying official data and providing valuable information not collected by government sources on the functioning of schools in real time. What is required are platforms for sharing that information with the community and a mechanism for response from the government. The importance of community participation in monitoring education was given a boost in India with the passage of the Right to Education (RTE) Act, in 2009, which assigned the monitoring function to the National Commission for the Protection of Child Rights (NCPCR)—a body answerable to the Parliament of India. This separation of implementation and monitoring functions created an opportunity for the community to participate directly in the monitoring of the RTE Act through an exercise of community monitoring undertaken by the NCPCR. The impact of this exercise was wide-ranging—from creating awareness about the right to education to mobilizing the community to voice their concerns regarding schools, creating platforms of dialogue between the state and the citizens, building trust with teachers, and bringing concrete improvement in the functioning of schools. Unfortunately, the inability to get the process institutionalized with state structures led to its early demise.

Article

Tsunesaburo Makiguchi and School Leadership in Action  

Tomoko Takahashi

Tsunesaburo Makiguchi (1871–1944) was a geographer, elementary school teacher and principal, and educational reformer, who was active in the early-to-mid 1900s in Japan. As a school leader and scholar-practitioner guided by a passion for supporting teachers and improving education for the happiness of children, Makiguchi scrutinized pedagogy as a science and proposed a number of reforms of the Japanese education system, key elements of which, he believed, were failing teachers and students alike. His proposals included, among many: the establishment of standards of competency expected of school principals as well as a system of examination to uphold these standards; the abolition of a government-led school inspection system that pressured and restricted teachers from freely conducting teaching activities; and the establishment of an “education research institute” and an organization for the training of teachers. The growing number of modern educational scholars and practitioners paying attention to Makiguchi’s work and philosophy find his ideas not only valid and applicable to education in the 21st century but also remarkably innovative and insightful. His proposal for school leadership was still but a voice in the wilderness in the 1930s. It was also a bold and audacious attempt for him, especially at the time of the militarist regime. Makiguchi is often compared with his contemporary John Dewey (1859–1952). Evidently, Makiguchi and Dewey were both visionaries, passionate school leaders, and fearless reformers. Bearing this in mind, Makiguchi deserves much more attention than he has received thus far—at least as much as Dewey, if we are to balance the historical account of progressive education as a transnational phenomenon.

Article

School Boards and Their Role in the Governance of Education  

Jacqueline Baxter

School governors play an important part in the democratic governance of education in a number of countries and forming a middle tier of accountability between state and schools. They carry out their role in a voluntary capacity. School governors are drawn from a range of backgrounds, including parents, school teachers, local politicians, business people, and professional groupings. They have a variety of responsibilities, depending on the country in which they are based. Their responsibilities can include, among others: developing a strategy for the school, monitoring the school budget, setting disciplinary strategy, setting school fees. Some members of the school board are elected, while others are co-opted or serve in an ex officio function—for example, head teachers. Political, social, and economic changes—based largely on shifts to the political economy of capitalism facilitated via organizations such as The World Bank and the International Monetary Fund since the late 1970s—have resulted in changes across education systems, leading to the globalization, privatization, and deregulation of public policy as a whole, and have affected the role and competencies of school governors. This is particularly the case in England and South Africa.

Article

Leadership and Teacher Education in Oman  

Sulaiman M. Al-Balushi, Mahmoud M. Emam, and Khalaf M. Al'Abri

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 successfully obtained the international accreditation by the U.S. National Council for Accreditation of Teacher Education, which is now known as the Council for the Accreditation of Educator Preparation. Such achievement was recognized nationally by policymakers and was commended internationally by expert educators. 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. When national accreditation was first established 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 international accreditation. A combination of distributed, transactional, and transformational leadership approaches was used by the college leadership in order pursue and accomplish accreditation. The college relied on the 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 as a form transactional leadership 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. In short, the achievement of international accreditation, though a tough journey, was possible only because the college leaders thought it could come true and worked for it.

Article

School Networks  

Denise Mifsud

It is evident that in many educational systems there has been a partial dissolution of the traditional single school model towards more flexible modes of organizational link-up, taking the form of increased collaboration among schools. The early 21st-century climate of rapid technological change creates a need for collective knowledge creation and information sharing at classroom, school, and system level. Different forms of networks, collaboratives, and federations have become an established part of many educational landscapes and have arisen for a number of reasons. Some have been “imposed” on schools, others have been “incentivized” by the offer of external funding, but many have arisen because of the efforts of educational leaders who want to “make a difference” in their locality, which assumes their essential “good.” Within education, networks are regarded as one of the most promising levers for large-scale reform due to their potential to re-culture both the environment and the system in which policy-makers operate through increased cooperation, interconnectedness, and multi-agency. School networks contribute to capacity-building across the education service through the production of multiple solutions for potential, multifaceted, and intractable problems. Networks foster innovation, providing a test bed for new ideas while offering a platform for gradual innovation, distributing the risks and the workloads among different schools. Moreover, they provide capacity-building, reflective practice, and an inquiry frame of mind besides raising achievement and enhancing student outcomes through the sharing of resources and professional expertise. Networks enable schools to overcome their isolationism and move to form community relationships. Notwithstanding the benefits generated by collaboration, some of the ambiguities surrounding the setting up of school networks focus on: network purpose; collaborative inertia; collaboration and accountability; trust and relationships; conscription and volunteerism; identity and autonomy; competition and cooperation; lateral agency; and power inequality. There is no simple, single solution to leading networks, due to the very nature of a network making it difficult to define who its leaders are, resulting in leadership that is defined by activity rather than by formal position.

Article

International Cooperation for Education in Developing Countries  

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.