Advocates for Access: Do We Really Need a European Access Network?

The “European Access Network” is the only European‐wide non‐governmental body that focuses exclusively on widening participation in higher education, but in an age of “mass” higher education, who needs advocates for access? Surely the case for greater equity has already been made and won? A close look at the evidence, however, indicates that those who were under‐represented before are often under‐represented still. The European Access Network highlights this problem, demolishes the myths by examining the evidence, identifies solutions, promotes good practice, and puts on pressure for a more equitable higher education. This article investigates the progress that is being made, identifies what remains to be done, and suggests the most effective strategies for success.     

Strengthening early childhood and school sector continuities in producing the lifelong learner in Aotearoa New Zealand

Recent education policy analysis has revealed the standardisation of education systems and an intensified focus on learners and learning to meet the requirements of the global economy and neo-liberalism. In this paper we analyse the way that early childhood education in Aotearoa New Zealand has become increasingly entangled with school sector priorities and international discourses of lifelong learning as it has encountered these requirements. We trace the shift from an explict rejecting and countering of school sector pedagogy to the promoting of increasing continuity with school sector priorities. We draw attention to dynamic, contrasting and competing interests and entities that have shaped the construction of learning and learners and curriculum and assessment priorities. We argue the need to attend to the complex mix of constitutive forces at work in the formulation and enactment of early childhood sector priorities, in particular to these crucial entanglements with school sector priorities, international discourses of lifelong learning and neo-liberal economic rationalities.     

Interim Leadership

ABSTRACT

Leadership training tends to focus on development and performance of leadership skills with the implied understanding that the position is permanent or the appointment is formalized. Yet organizations require temporary leaders during leadership gaps but there is limited information on serving in an acting role or for a short period of time. Serving as an interim leader has unique challenges and opportunities but several considerations should be made to make this a positive experience providing smooth transitions for an organization.