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This paper reports findings from an enthographic study of educational restructuring in an Institute of Technical and Further Education (TAFE) in Victoria Australia. Educational restructuring is analysed as a process of institutional redesign and theorized in relation to recent debates in institutional theory concerning the nature of institutional change. The review distinguishes between hyperrational approaches to institutional redesign based upon assumptions about rational actors and their motivations and behaviours, and social and cultural perspectives on institutional redesign that sees purposeful institutional change achieved through processes of 'institutional gardening'. The paper documents the way Australian governments have adopted hyperrational strategies aimed at changing education and training by reworking institutional rules that frame the day-to-day practices within particular organizations. Reworking these practices of organizing serves to steer change by restructuring and rearticulating relationships, practices and centres of power within organizations. Data drawn from interviews with the TAFE Institute Director, and various managers and teachers are used to track the effects of government steering in the TAFE Institute. This analysis shows that government steering drives management steering in the TAFE Institute, creating new imperatives and work organization. These organizational changes are influenced by local conditions and management priorities. They also call forth counter-steering by teachers and managers as they attempt to deal with change. The paper suggests that hyperrational government steering drives towards probable educational futures but is also interrupted by counter-steering oriented to other values and priorities. While there are probable futures, there are also preferred futures to be willed for and worked for. [ABSTRACT FROM AUTHOR]

Since 2002, British Columbia's education system has undergone extensive change following amendments to the BC School Act (Bill 34). This article presents a critical analysis of policy changes to the K-12 education finance system, particularly the expansion of the legal capacity of school districts to create 'school district business companies,' a phenomenon that is unique within Canada. These companies enable public school districts to establish for-profit companies that operate at arm's length from the school board, yet generate revenue from private sources to supplement government operational grants. This shift occurred in parallel with fiscal restraint measures that centralized control over the level of government funding while downloading inflationary and new costs to school boards. The result has been structural funding shortfalls for school districts across the province. Structural funding shortfalls, coupled with a push toward market-driven revenue generation, signaled to school districts that they needed to become more financially self-reliant. The authors argue that efficiency and adequacy (defined in financial terms) have eclipsed equity as priority values in BC education, and that 'creeping privatization' is undermining public support of public education. For the most part, these substantive changes have failed to stimulate a mass public outcry, and organized resistance comes from public sector unions. [ABSTRACT FROM AUTHOR]