The publication of the Curriculum Development Centre's discussion paper 'Core Curriculum for Australian Schools' in June 1980 stimulated discussion of the concept of core curriculum in Australia. The driving force came from the Foundation Director of the CDC, Dr Malcolm Skilbeck. This study discusses the themes and directions to which Skilbeck was committed through a study of his work prior to his return to Australia in 1975 and his subsequent writings. The study considers Skilbeck's work against general thinking on educational matters in Australia and overseas. The initial discussion centres on Skilbeck's work in the United Kingdom prior to 1975. This concludes that his views were moulded by his own research on the American progressive educator John Dewey and that Dewey's ideals of a democratic society moulded and sustained by a democratic core curriculum have been dominant in all Skilbeck's subsequent thinking. The study reviews the establishment, working and conclusions of the CDC Core Curriculum and Values Education Working Party. In two subsequent chapters, the study looks at Skilbeck's approach to cultural mapping and school-based curriculum development as the two fundamental Planks of his approach to the development and implementation of a core curriculum for Australian schools. The study shows that Skilbeck's concept of cultural mapping is helpful but does not succeed in providing an effective basis for the articulation of national guidelines. In consequence, the CDC did not succeed in providing a framework sufficient to hold together the infinite range of possibilities opened UP by school-based action. The study considers the limited published reactions to the CDC Paper. It notes that the termination of the CDC by the Committee for Review of Commonwealth Functions in early 1931 prevented the fuller dissemination and debate of the topic during 19S1 and subsequently. The study notes that responses were disaapointingly few and in many cases failed to address the central questions raised by the CDC paper, in particular the idea of national curriculum guidelines and their application through school-based curriculum development. The major responses came in the State of Victoria where local circumstances encouraged discussion of the issues raised by the CDC. The study concludes that the CDC discussion paper was a valuable stimulus to discussion of curricular foundations at the time it was released but represented a point of view that was not fully understood or appreciated at the time. It laid the foundation for the renaissance of the general concept as 'democratic curriculum' in 1986 and provides important indications of the potential for the development of the Participation and Equity Program.

Thesis (M.Ed. (Education)) - Rhodes University, 2007. / Half thesis submitted in partial fulfilment of requirements for the degree of Master of Education (Environmental Education)

This study aims to capture the challenges and tensions that arise in donor funded curriculum projects in Lesotho. Through an interpretive case study research design I investigated these challenges and tensions in two projects relevant to Education for Sustainable Development, namely the Lesotho Environmental Support Project (LEESP) and the Population/Family Education (POP/FLE) projects which are donor funded curriculum projects funded by DANIDA and UNFPA respectively. A review of donor funded curriculum projects in the field of environmental education/Education for Sustainable Development was undertaken to provide background and a theoretical context for the study. It highlighted different challenges and implementation tensions experienced by other similar projects in other countries. At the heart of such projects lies a particular political economy, which is based on development assistance to poor countries. Such development assistance is constructed around concepts of need, participation and innovation, and donor-recipient relationships. It is structured around a system of governance and management that normally uses logical framework planning as its main methodology. This political economy has shaped the two donor funded projects that were considered in this study, and has shaped many of the tensions and challenges identified in the study. To investigate the two projects, data for this study was generated through in-depth interviews, document analysis and focus group interviews, with people who had been involved with the projects at the national level. The data generation process did not involve the schools where the projects were ultimately implemented, as it was seeking to identify how local institutions such as the National Curriculum Development Centre could support better synergies between donor funded initiatives and the local context. The findings of the study revealed the ambivalent nature of donor initiatives, and identified that the political economy and donor-recipient relations influence the projects. Aspects such as the design and management of projects, the processes associated with introducing innovation in educational ideas and paradigms, pedagogical issues, and staff contributions and ownership were identified as some of the key tensions that existed in the projects. Other factors such as poor capacity levels of local staff, non-alignment with existing structures, inadequate sustainability mechanisms and the difficulty of the envisaged integration of new paradigm thinking (methods and approaches) into the existing curriculum framework were also significant tensions, given the positivist history of the Lesotho curriculum. The study recommends the need to establish mechanisms for working with donors to tackle the tensions that arise in such projects within longer-term donor assistance. It proposes that government should expedite the development of policy on donor coordination. Both donors and the NCDC need to put mechanisms in place to allow for debate and discussions on innovations brought in by the donors in relation to local needs. The study further recommends that in cases where more than one donor exists, the NCDC and the donors should work towards developing synergies between the different initiatives to avoid duplication and overlap. Finally, there is a need for projects to use bottom-up approaches for the design and formulation of projects to ensure ownership.

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