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Hal A. Lawson 《Peabody Journal of Education》2013,88(5):637-656
Amid unprecedented novelty, complexity, turbulence, and conflict, it is apparent that a new education system is needed. Focused on a new outcome—postsecondary education completion with advanced competence—heretofore separate systems for early childhood, K-12 schools, and postsecondary education are being joined in P-16 pipelines and Cradle-Through-Career Education Systems. Both are new institutional designs, and they necessitate specially designed partnership systems. In contrast to voluntary, service-oriented partnerships and two previous generations of partnerships, third-generation, collaborative partnerships involve the private sector, and, with state leaders as key stakeholders, prioritize policy change. These third-generation partnerships are essential to the core missions and functions of colleges and universities, and postsecondary education is itself a target for new institutional designs. All such partnerships can be designed, implemented, evaluated, and continuously improved in relation to a new criterion: fit for purpose, in this context, and at this time. 相似文献
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Service to the community, a recent interest in higher education, poses numerous challenges and questions including: How can public colleges and universities fulfill their responsibilities to their surrounding communities? In doing so, how do formal responsibilities of faculty and students change? How do courses and programs change? What are the benchmarks or progress indicators for success? What are the facilitators, constraints, and barriers for this type of orientation? We explore these questions in the ensuing analysis. We begin with indices of need and an accompanying rationale. Then we share the results of a faculty focus group's problem-solving in relation to these kinds of questions. We conclude by 相似文献
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Hal A. Lawson 《Quest (Human Kinetics)》2013,65(2):219-243
The core curriculum accompanied the development of the academic discipline with multiple names such as Kinesiology, Exercise and Sport Science, and Health and Human Performance. It provides commonalties for undergraduate majors. It is timely to renew this curriculum. Renewal involves strategic reappraisals. It may stimulate change or reaffirm the status quo. Renewal of the core curriculum might include a retrospective analysis of conflicts and differences accompanying the academic discipline's development. These conflicts and differences remain salient today. They invite unified frameworks in substitution for the oft-divisive concepts of discipline and profession. The core curriculum can be linked to faculty identities, interests, and careers. Consequently, the preparation, career aspirations, and knowledge orientations of faculty merit consideration in the renewal process. Other renewal priorities include the curriculum's theory of learning as well as research on its outcomes and impacts. 相似文献