DOCSLIB.ORG

Tomorrow's Schoo S of Education: a Report of the Holmes Group, Inc

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Tomorrow's Schoo S of Education: a Report of the Holmes Group, Inc DOCUM:J:NT RESUME ED 399 220 SP 036 664 TITLE Tomorrow's Schoo_s of Education: A Report of the Holmes Group. INSTITUTION Holmes Group, Inc., East Lansing, MI. SPONS AGENCY DeWitt Wallace / Reader's Digest Fund, Pleasantville, N.Y.; Rockefeller Foundation, New York, N.Y. PUB DATE 95 NOTE 113p.; Earlier related reports by the Holmes Group include "Tomorrow's Teachers: A Report of the Holmes Group" (ED 270 454) and "Tomorrow's Schools: Principles for the Design of the Professional Development School" (ED 328 533). AVAILABLE FROMThe Holmes Group, 201 Erickson Hall, East Lansing, MI 48824-1034 ($14 prepaid; boxed set of the three Holmes reports $36 prepaid). PUB TYPE Viewpoints (Opinion/Position Papers, Essays, etc.) (120) EDRS PRICE MF01/PC05 Plus Postage. DESCRIPTORS College School Cooperation; Educational Change; *Educational Improvement; Elementary Secondary Education; Faculty Development; Higher Education; Knowledge Base for Teaching; Partnerships in Education; Position Papers; *Professional Development Schools; *Schools of Education; *Teacher Education; *Teacher Education Curriculum; Teacher Educators IDENTIFIERS Diversity (Faculty); Diversity (Student); *Holmes Group ABSTRACT This report contains nine chapters: "A New Beginning"; "The Heart of the Matter: Three Kinds of Development"; "Special Knowledge for Educators"; "Participating in Policy Development"; "Commitment to Diversity"; "Human Resources: Making People Matter"; "The Core of Learning: What All Educators Must Know"; "The Professional Development School: Integral to Tomorrow's School of Education"; and "New Commitments and New Kinds of Accountability for the TSE." To correct the problem of uneven quality in the education and screening of educators for U.S. schools, the report proposes an altered mission for schools of education. Knowledge development, professional development, and policy development lie at the heart of the mission. To fulfill this mission, the 250 Holmes Group member institutions are challenged to raise their quality standards and make important changes in curriculum, faculty, location of work, and student body. Among the challenges are the following: the education school's curriculum should focus on the learning needs of the young and development of educators at various stages of their careers; university faculties should include teachers, practitioners, and other individuals who are at home working in public schools; programs that prepare school personnel and teacher educators need to actively recruit, retain, and graduate a more ethnically diverse student body; faculty and students in schools of education should work predominantly in professional development schools rather than on college campuses; education schools should join together to form an interconnecting set of networks at local, state, regional, and national levels to ensure better work and accountability. (IAH) Ilk I I II III I t 0 A . 1 I 1 . I U 111 DEPARTMENT OF EDUCATION PERMISSION TO REPRODUCE AND Office of Educational Research and Improvement INFORMATION DISSEMINATE THIS MATERIAL EDUCATIONALCENT RESOURCESERIC) HAS BEEN GRANTED BY O This document has beenreproduced as received from the person ororganization originating it. 1.e tti 0 Minor changes have beenmade to improve reproduction Quality Punts of view or opinions stated inthis docu- ment do not necessarilyrepresent official TO THE EDUCATIONAL RESOURCES OERI position or policy, INFORMATION CENTER (ERIC) BEST COPYAVAILABLE 2 A report from the Holmes Group Tomorrow's Schools of Education Primary support for the Tomorrow's Schools project, including the publication of this document, was provided by the Rockefeller Foundation, the Holmes Group member institutions, and the DeWitt Wallace Reader's Digest Fund. Support for the report and its distrib- ution was also provided by Philip Morris Companies, Inc. The opin- ions, conclusions, and recommendations expressed herein are not necessarily those of the funding agencies. Copies of Tomorrow's Schools of Education may be ordered from: The Holmes Group 201Erickson Hall East Lansing, MI48824-1034 single copy (prepaid):$14.00 A boxed set of the Holmes Trilogy: Tomorrow's Teachers, Tomorrow's Schools, and Tomorrow's Schools of Education can be obtained from the same address at a cost of$36.00(prepaid). Copyright 1995 The Holmes Group, Inc. All rights reserved Printed in the United States of America 4 Table of Contents Preface page i Dedication page ix Acknowledgments page xi Foreword page 1 A New Beginning page 5 The Heart of the Matter: Three Kinds of Development page 17 Special Knowledge for Educators page 27 Participating in Policy Development page 39 Commitment to Diversity page 45 Human Resources: Making People Matter page 51 The Core of Learning: What All Educators Must Know page 67 The Professional Development School: Integral to Tomorrow's School of Education page 79 New Commitments and New Kinds of Accountablity for the TSE page 87 Authors of the report Judith Taack Lanier Gene I. Maeroff President Education Consultant The Holmes Group The Holmes Group Distinguished Professor Michigan State University Carlton E. Brown Gary Sykes Dean Professor School of Liberal Arts College of Education & Education Michigan State University Hampton University Frank B. Murray Henrietta Barnes Dean Professor College of Education College of Education University of Delaware Michigan State University Harry Judge Lonnie Wagstaff Fellow of Brasenose College M.K. Hage Centennial Professor University of Oxford College of Education University of Texas-Austin Signatures The Holmes Group Board of Directors .A41 PEGGY J. BLACKWELL NORENE DALY Dean Dean College of Education College of Education University of New Mexico Iowa State University \-0;041 ti.XioJ STEVEN T. BOSSERT PHILIP DISTEFANO Dean Dean School of Education School of Education Syracuse University University of Colorado CARLTON BROWN Dean Dean School of Liberal Arts & Education College of Education Hampton University University of Hawaii-Manoa CHARLES W. CASE JOHN HARRIS Dean Dean School of Education College of Education University of Connecticut University of Kentucky LOUIS A. CASTENELL MARY HARRIS Dean Dean College of Education Center for Teaching & Learning University of Cincinnati University of North Dakota 7 RICHARD ISHLER RODERICK MCDAVIS Dean Dean College of Education College of Education University of South Carolina University of Arkansas MANUEL J. JUSTIZ M. PAUL MEHTA Dean Dean College of Education College of Education University of Texas-Austin Prairie View A & M University COLLEEN KENNEDY KENNETH METZ Dean Dean Graduate School of Education School of Education University of Utah University of Pittsburgh 12(4)tvwA RICHARD KUNKEL ARNOLD MOORE Dean Professor College of Education Educational Leadership Auburn University Mississippi State University JUDITH TAACK LANIER NAJEE MUHAMMAD Distinguished Professor of Holmes Scholar Liason Education University of Cincinnati Michigan State University FRANK B. MURRAY CHARLES SCHMITZ Dean Dean College of Education School of Education University of Delaware Baylor University r RAPHAEL NYSTRAND VICTORIA VALENCIA Dean Holmes Scholar Liason School of Education University of California-Berkeley University of Louisville JOANNE R. WHITMORE HUGH G. PETRIE Dean Dean College & Graduate School of Graduate School of Education Education SUNY-Buffalo Kent State University RODNEY J. REED STEVEN R. YUSSEN Dean Dean College of Education College of Education Pennsylvania State University University of Iowa WILLIAM ROHWER NANCY L. ER Dean Dean School of Education College of Education University of California-Berkeley Ohio State University Preface The Holmes Group grew out of a series of meetings and delibera- tions a decade ago of a small group of education deans on the endur- ing problems associated with the generally low quality of teacher preparation in the United States. Their initial discussions focused on the lax standards that continue to be tolerated. Weak accredita- tion policies and practices and the historic indifference to teacher preparation on the part of the major research universities received special attention. Weak accreditation arrangements and the low pri- ority assigned to teacher education at major universities were part of the equation, and, in the end, this connection became the focus of the group's initial work. Over a three-year period, the deans, in consultation with many oth- ers, saw that problems they faced were so great and complicated that their solution would require a long-term commitment of like-mind- ed institutions to a reform agenda. Thus, a plan was proposed for a consortium, the Holmes Group, and a set of goals emerged. The consortium wished to see nothing less than the transformation of teaching from an occupation into a genuine profession that would serve the educational needs of children. To this end, the deans sought to align themselves with other organizations, agencies, and institutions that supported their goals and general directions. The consortium sought to provide the nation with teachers and other educational specialists who have all the attributes of genuine professionals--the knowledge, prestige, autonomy, and earnings that accrue to competent people who are engaged in important matters that are beyond the talent or training of the ordinary person. Those educated at Holmes Group universities should be entrusted fully with the education of their pupils and students. They would be per- sons, who by talent and training could be fully responsive to imme- diate demands
Load more

Recommended publications
  • The-Legal-Status-Of-East-Jerusalem.Pdf
    December 2013 Written by: Adv. Yotam Ben-Hillel Cover photo: Bab al-Asbat (The Lion’s Gate) and the Old City of Jerusalem. (Photo by: JC Tordai, 2010) This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of the authors and can under no circumstances be regarded as reflecting the position or the official opinion of the European Union. The Norwegian Refugee Council (NRC) is an independent, international humanitarian non- governmental organisation that provides assistance, protection and durable solutions to refugees and internally displaced persons worldwide. The author wishes to thank Adv. Emily Schaeffer for her insightful comments during the preparation of this study. 2 Table of Contents Table of Contents .......................................................................................................................... 3 1. Introduction ........................................................................................................................... 5 2. Background ............................................................................................................................ 6 3. Israeli Legislation Following the 1967 Occupation ............................................................ 8 3.1 Applying the Israeli law, jurisdiction and administration to East Jerusalem .................... 8 3.2 The Basic Law: Jerusalem, Capital of Israel ................................................................... 10 4. The Status
    [Show full text]
  • Protest and State–Society Relations in the Middle East and North Africa
    SIPRI Policy Paper PROTEST AND STATE– 56 SOCIETY RELATIONS IN October 2020 THE MIDDLE EAST AND NORTH AFRICA dylan o’driscoll, amal bourhrous, meray maddah and shivan fazil STOCKHOLM INTERNATIONAL PEACE RESEARCH INSTITUTE SIPRI is an independent international institute dedicated to research into conflict, armaments, arms control and disarmament. Established in 1966, SIPRI provides data, analysis and recommendations, based on open sources, to policymakers, researchers, media and the interested public. The Governing Board is not responsible for the views expressed in the publications of the Institute. GOVERNING BOARD Ambassador Jan Eliasson, Chair (Sweden) Dr Vladimir Baranovsky (Russia) Espen Barth Eide (Norway) Jean-Marie Guéhenno (France) Dr Radha Kumar (India) Ambassador Ramtane Lamamra (Algeria) Dr Patricia Lewis (Ireland/United Kingdom) Dr Jessica Tuchman Mathews (United States) DIRECTOR Dan Smith (United Kingdom) Signalistgatan 9 SE-169 72 Solna, Sweden Telephone: + 46 8 655 9700 Email: [email protected] Internet: www.sipri.org Protest and State– Society Relations in the Middle East and North Africa SIPRI Policy Paper No. 56 dylan o’driscoll, amal bourhrous, meray maddah and shivan fazil October 2020 © SIPRI 2020 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, without the prior permission in writing of SIPRI or as expressly permitted by law. Contents Preface v Acknowledgements vi Summary vii Abbreviations ix 1. Introduction 1 Figure 1.1. Classification of countries in the Middle East and North Africa by 2 protest intensity 2. State–society relations in the Middle East and North Africa 5 Mass protests 5 Sporadic protests 16 Scarce protests 31 Highly suppressed protests 37 Figure 2.1.
    [Show full text]
  • The Walking Dead Chop Shop Jay Chiat Awards Category: National Strategy
    HYUNDAI: THE WALKING DEAD CHOP SHOP JAY CHIAT AWARDS CATEGORY: NATIONAL STRATEGY BACKGROUND Hyundai has been on the rise with sales increasing by 89% from 2009–2012.1 The brand had built a solid reputation as a rational choice among average car shoppers. But among the highly desirable youth audience driven more by their interests and passions, reason alone wasn’t enough to get them excited about the Hyundai brand. 1Source: Experian Retail Registration 2009 – 2013; 2Source: GfK Quarterly Brand Tracking Studies 2013 Involve the Fans vs. Interrupting Them In the fall of 2013, Hyundai had product placement in the second season of The Walking Dead TV show as a way to build relevance among the show’s Gen Y audience. As the popularity of zombie culture grew, we decided to elevate the partnership with The Walking Dead to increase our relevance with this growing and passionate millennial fan base. However, this highly engaged and passionate Walking Dead youth fanbase didn’t want a brand to interrupt and commercialize their beloved show. So how do you make a rational car brand appealing to an emotionally driven fan audience? Our challenge was to involve the fans with the Hyundai brand and its cars in an authentic way that added value to their experience of The Walking Dead, and not interrupt them. OBJECTIVES & SUCCESS METRICS If we were going to involve the fans, we knew we had to motivate them to participate with us and eventually inspire them to help spread the word on behalf of the brand. OBJECTIVE #1: Engage the Fans to BUILD Demonstrate that the audience is spending more time participating with the Hyundai brand through the number of vehicles configured and built.
    [Show full text]
  • The Biden Administration and the Middle East: Policy Recommendations for a Sustainable Way Forward
    THE BIDEN ADMINISTRATION AND THE MIDDLE EAST: POLICY RECOMMENDATIONS FOR A SUSTAINABLE WAY FORWARD THE MIDDLE EAST INSTITUTE MARCH 2021 WWW.MEI.EDU 2 The Biden Administration and the Middle East: Policy Recommendations for a Sustainable Way Forward The Middle East Institute March 2021 3 CONTENTS FOREWORD Iraq 21 Strategic Considerations for Middle East Policy 6 Randa Slim, Senior Fellow and Director of Conflict Paul Salem, President Resolution and Track II Dialogues Program Gerald Feierstein, Senior Vice President Ross Harrison, Senior Fellow and Director of Research Israel 23 Eran Etzion, Non-Resident Scholar POLICY BRIEFS Jordan 26 Dima Toukan, Non-Resident Scholar Countries/Regions Paul Salem, President US General Middle East Interests & Policy Priorities 12 Paul Salem, President Lebanon 28 Christophe Abi-Nassif, Director of Lebanon Program Afghanistan 14 Marvin G. Weinbaum, Director of Afghanistan and Libya 30 Pakistan Program Jonathan M. Winer, Non-Resident Scholar Algeria 15 Morocco 32 Robert Ford, Senior Fellow William Lawrence, Contributor Egypt 16 Pakistan 34 Mirette F. Mabrouk, Senior Fellow and Director of Marvin G. Weinbaum, Director of Afghanistan and Egypt Program Pakistan Program Gulf Cooperation Council (GCC) 18 Palestine & the Israeli-Palestinian Peace Process 35 Gerald Feierstein, Senior Vice President Nathan Stock, Non-Resident Scholar Khaled Elgindy, Senior Fellow and Director of Program Horn of Africa & Red Sea Basin 19 on Palestine and Palestinian-Israeli Affairs David Shinn, Non-Resident Scholar Saudi Arabia 37 Iran
    [Show full text]
  • Understanding Youth Gangs in Yakima County
    Is My Child At Risk For Gang Involvement? Parents play a crucial role in keeping their children out of gangs. Unfortunately many parents lack important information Understanding about what to look for. Youth between 12-14 years of age are most likely to consider joining a gang; however children as young as first grade can be recruited. You should know that kids who have school difficulties, a lack of parental supervision, use alcohol or other drugs, are often Youth Gangs truant from school or very prone to “following the pack” are most at risk of gang involvement. in Yakima County Why Do Kids Join Gangs? Adolescence is a time in life when children begin to define their own identity. Many seek out new peer groups as a means Yakima County Resources of gaining acceptance. Gangs can meet this need. Gangs can provide things children may not get at home or elsewhere — not just acceptance, but structure, money, food, activities, companionship, and even love. Kids don’t run toward gangs, they are running away from something else and find gangs. You can help prevent gang involvement by ensuring all your 211 is a local resource help line that can refer you children’s needs are met in some other way. to parenting programs, counselors, mental health therapists, and substance abuse providers. Southeast Community Center/OIC/Building the Bridges gang outreach workers can be reached at 509-575-6114 Behaviors Associated With Gang Involvement Randy Town, ESD 105 Yakima County Gang Youth who are involved in gangs may exhibit changes in behavior.
    [Show full text]
  • An Ultra-Realist Analysis of the Walking Dead As Popular
    CMC0010.1177/1741659017721277Crime, Media, CultureRaymen 721277research-article2017 CORE Metadata, citation and similar papers at core.ac.uk Provided by Plymouth Electronic Archive and Research Library Article Crime Media Culture 1 –19 Living in the end times through © The Author(s) 2017 Reprints and permissions: popular culture: An ultra-realist sagepub.co.uk/journalsPermissions.nav https://doi.org/10.1177/1741659017721277DOI: 10.1177/1741659017721277 analysis of The Walking Dead as journals.sagepub.com/home/cmc popular criminology Thomas Raymen Plymouth University, UK Abstract This article provides an ultra-realist analysis of AMC’s The Walking Dead as a form of ‘popular criminology’. It is argued here that dystopian fiction such as The Walking Dead offers an opportunity for a popular criminology to address what criminologists have described as our discipline’s aetiological crisis in theorizing harmful and violent subjectivities. The social relations, conditions and subjectivities displayed in dystopian fiction are in fact an exacerbation or extrapolation of our present norms, values and subjectivities, rather than a departure from them, and there are numerous real-world criminological parallels depicted within The Walking Dead’s postapocalyptic world. As such, the show possesses a hard kernel of Truth that is of significant utility in progressing criminological theories of violence and harmful subjectivity. The article therefore explores the ideological function of dystopian fiction as the fetishistic disavowal of the dark underbelly of liberal capitalism; and views the show as an example of the ultra-realist concepts of special liberty, the criminal undertaker and the pseudopacification process in action. In drawing on these cutting- edge criminological theories, it is argued that we can use criminological analyses of popular culture to provide incisive insights into the real-world relationship between violence and capitalism, and its proliferation of harmful subjectivities.
    [Show full text]
  • Lower Shore Clinic Richard Bearman, Clinic Director; Tuesday Trott, Clinic Administrator
    Lower Shore Clinic Richard Bearman, Clinic Director; Tuesday Trott, Clinic Administrator Dedicated to serving the public, and particularly those without access to affordable and effective health care, Lower Shore Clinic maintains its commitment to the welfare of the people on the Lower Eastern Shore. This community based outpatient clinic exists to provide effective, integrated, and affordable mental health and primary care to people whose lack of means would otherwise prevent them from having any. No one is denied services for inability to pay. Lower Shore Clinic began operations in late 1999. The Wicomico public mental health clinic was originally operated by the County Health Department until 1997 when Peninsula Regional Medical Center (PRMC) took over for two and a half years. PRMC concluded that it could not afford to sustain the staggering financial losses operating the clinic entailed for it and the Wicomico County Health Officer asked Go-Getters, a community based psychiatric rehabilitation program, to step in. Lower Shore Clinic, an independent corporation, was founded and was granted an operating license. In early 2000, all 450 clients who wished to continue treatment and all therapists from the PRMC clinic were transferred seamlessly to Lower Shore Clinic. The clinic provides psychiatrists and psychiatric nurse practitioners who offer pharmacotherapy (medication) and therapists (nurses, social workers and counselors) who offer group and individual psychotherapy to assist people recovering from debilitating mental illness to live, work and play successfully in the larger community. Now, after twelve years as a mental health practice, Lower Shore Clinic added primary care in 2012, initially for its existing clients, but opening to the larger community in mid-2013.
    [Show full text]
  • Review of Impact and Effectiveness
    SynthesisSynthesis reportreport ReviewImpact of and impact effectiveness and effectiveness of transparency ofand transparency accountability and initiativesaccountability initiatives RosemaryRosemary McGee McGee & &John John Gaventa Gaventa withwith contributions contributions from: from: GregGreg Barrett, Barrett, Richard Richard Calland, Calland, Ruth Ruth Carlitz, Carlitz, AnuradhaAnuradha Joshi Joshi and and Andrés Andrés Mejía Mejía Acosta Acosta For more information contact: Transparency & Accountability Initiative c/o Open Society Foundation 4th floor, Cambridge House 100 Cambridge Grove London, W6 0LE, UK Tel: +44 (0)20 7031 0200 www.transparency-initiative.org Copyright © 2010 Institute of Development Studies. All rights reserved, including the right to reproduce this report or portions thereof in any form. TAI Impacts and Effectiveness /Synthesis report 3 Contents Executive summary 5 1. Background of the project 9 2. Definitions and conceptual issues 12 3. Aims, claims, assumption and critiques 15 4. What evidence is available? 19 Service delivery initiatives 20 Budget process initiatives 22 Freedom of information 24 Natural resource governance initiatives 26 Aid Transparency 28 Summary of evidence 30 5. How do we know what we know? 33 Methodological approaches 34 Methodological choices, challenges and issues 36 6. What factors make a difference? 42 State responsiveness (supply) factors 44 Citizen voice (demand) factors 45 At the intersection: factors linking state and society accountability mechanisms 45 Beyond the simple state-society
    [Show full text]
  • Physics Questions
    Physics Questions Translational Motion 1. Which of the following numbers is given to four significant figures? a. 0.00020 b. 0.0020 c. 2.000 d. 2000 2. An auto travels at the rate of 25 km/h for 4.0 minutes, then at 50 km/h for 8.0 minutes, and finally at 20 km/h for 2.0 minutes. Find (a) the total distance covered in km and (b) the average speed for the complete trip in m/s. a. (a) 540 km, (b) 642 m/s b. (a) 12.5 km, (b) 38.6 m/s c. (a) 10.7 km, (b) 126 m/s d. (a) 9.0 km, (b) 10.7 m/s 3. A body with initial velocity 8.0 m/s moves along a straight line with constant acceleration and travels 640 m in 40 s. For the 40 s interval, find (a) the average velocity, (b) the final velocity, and (c) the acceleration. a. (a) 4.0 m/s, (b) 8.0 m/s, (c) 0.6 m/s2 b. (a) 24 m/s, (b) 16 m/s, (c) 0.20 m/s2 c. (a) 16 m/s, (b) 24 m/s, (c) 0.40 m/s2 d. (a) 0.4 m/s, (b) 160 m/s, (c) 16 m/s2 4. A bottle dropped from a balloon reaches the ground in 20 s. Determine the height of the balloon if (a) it was at rest in the air and (b) it was ascending with a speed of 50 m/s when the bottle was dropped.
    [Show full text]
  • The Senkakus (Diaoyu/Diaoyutai) Dispute: U.S. Treaty Obligations
    The Senkakus (Diaoyu/Diaoyutai) Dispute: U.S. Treaty Obligations Updated March 1, 2021 Congressional Research Service https://crsreports.congress.gov R42761 The Senkakus (Diaoyu/Diaoyutai) Dispute: U.S. Treaty Obligations Summary Since 2012, tensions have increased between Japan and China over the disputed Senkaku islands in the East China Sea. These flare-ups run the risk of involving the United States in an armed conflict in the region. Each time a crisis has erupted over the Senkakus over the past decade, questions have arisen concerning the U.S. relationship to the islands. Japan administers the eight small, uninhabited features, the largest of which is roughly 1.5 square miles. Some geologists believe the features sit near significant oil and natural gas deposits. China, as well as Taiwan, contests Japanese claims of sovereignty over the islands, which Japan calls the Senkaku-shoto, China calls the Diaoyu Dao, and Taiwan calls the Diaoyutai Lieyu. Although the disputed territory commonly is referred to as “islands,” it is unclear if any of the features would meet the definition of “island” under international law. U.S. Administrations going back at least to the Nixon Administration have stated that the United States takes no position on the question of who has sovereignty over the Senkakus. It also has been U.S. policy since 1972, however, that the 1960 U.S.-Japan Security Treaty covers the islands. Article 5 of the treaty states that the United States is committed to “meet the common danger” of an armed attack on “the territories under the Administration of Japan.” In return for U.S.
    [Show full text]
  • US-China Strategic Competition in South and East China Seas
    U.S.-China Strategic Competition in South and East China Seas: Background and Issues for Congress Updated September 8, 2021 Congressional Research Service https://crsreports.congress.gov R42784 U.S.-China Strategic Competition in South and East China Seas Summary Over the past several years, the South China Sea (SCS) has emerged as an arena of U.S.-China strategic competition. China’s actions in the SCS—including extensive island-building and base- construction activities at sites that it occupies in the Spratly Islands, as well as actions by its maritime forces to assert China’s claims against competing claims by regional neighbors such as the Philippines and Vietnam—have heightened concerns among U.S. observers that China is gaining effective control of the SCS, an area of strategic, political, and economic importance to the United States and its allies and partners. Actions by China’s maritime forces at the Japan- administered Senkaku Islands in the East China Sea (ECS) are another concern for U.S. observers. Chinese domination of China’s near-seas region—meaning the SCS and ECS, along with the Yellow Sea—could substantially affect U.S. strategic, political, and economic interests in the Indo-Pacific region and elsewhere. Potential general U.S. goals for U.S.-China strategic competition in the SCS and ECS include but are not necessarily limited to the following: fulfilling U.S. security commitments in the Western Pacific, including treaty commitments to Japan and the Philippines; maintaining and enhancing the U.S.-led security architecture in the Western Pacific, including U.S.
    [Show full text]
  • The Role of Civil Society in Holding Government Accountable: a Perspective from the World Bank on the the Concept and Emerging Practice of “Social Accountability”*
    THE ROLE OF CIVIL SOCIETY IN HOLDING GOVERNMENT ACCOUNTABLE: A PERSPECTIVE FROM THE WORLD BANK ON THE THE CONCEPT AND EMERGING PRACTICE OF “SOCIAL ACCOUNTABILITY”* Carmen Malena, with Reiner Forster Janmejay Singh * This paper was published in December 2004 by the World Bank under the title “Social Accountability: An Introduction to the Concept and Emerging Practice”, Social Development Paper No. 76. Abstract This paper highlights the World Bank’s growing interest and involvement in social accountability initiatives, which derive from its core goals of promoting poverty reduction and effective and sustainable development. It addresses five fundamental questions: (i) what is social accountability; (ii) why is it important; (iii) what are its core features; (iv) what are the key applications; and (v) what are the factors that underpin its success. The paper also explores the linkages between the concept and other key issues such as governance, gender, participation, empowerment and rights. Social accountability is defined as an approach toward building accountability that relies on civic engagement, i.e., in which it is ordinary citizens and/or civil society organizations that participate directly or indirectly in exacting accountability. In a public sector context, social accountability refers to a broad range of actions and mechanisms that citizens, communities, independent media and civil society organizations can use to hold public officials and public servants accountable. These include, among others, participatory budgeting, public expenditure tracking, monitoring of public service delivery, investigative journalism, public commissions and citizen advisory boards. These citizen-driven accountability measures complement and reinforce conventional mechanisms of accountability such as political checks and balances, accounting and auditing systems, administrative rules and legal procedures.
    [Show full text]