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Following the Tomorrow’s Schools administrative restructuring, a second wave of educational change installed globalised discourses as governmentality policies in Aotearoa New Zealand. Drawing on Foucault’s ‘toolkit’, this genealogical policy chronology traces the transformation of curriculum and assessment into a specific political rationality, unsupported by national standards (NS) or testing. Its inscription into students and teachers through technical-managerial and business-market discourses, sought to remake them as enterprising, industrious and governable within an Enterprise Culture. The paper traces the microphysics of the institution of this rationality, through the fusion of curriculum, assessment and economic policy, and the imposition of a NS accountability framework onto curriculum. Learning discourses encouraged teachers to locally breakdown objectives and activate them as NS to initiate governance by outcomes, targets and results. Reinforcing market relations, this installed the basis of performativity and measurement. By 1995, the failure to attain reliable, comparable data, calculate productivity gains and leverage standards, resulted in the government’s review and audit agency declaring standards non-existent and the framework unworkable. This paper demonstrates the centrality of curriculum assessment, even with ostensibly failing purposes, to the construction of malleable human capital and the embedding of a calculative governmentality for future population knowledge, management and control. [ABSTRACT FROM PUBLISHER]

In contemporary times, corporate philanthropy is positioned as an effective means to 'solve' a variety of social problems. Childhood obesity is one such 'problem' that has captured the interests of schools, corporations, industry groups and a number of 'not-for-profit' players. In this paper, I critically examine how the private sector uses the notion of philanthropy to shape school-based solutions to obesity and unhealthy lifestyles. By conducting a critical ethnography in two New Zealand primary schools and drawing on Foucauldian notions of government and 'practices of assemblage', I illuminate how a number of organisations officially planned to employ philanthropy as a means to govern others, as well as what actually happened when these plans met their intended targets: children, teachers and principals. Although corporations, charities and schools were assembled together through their combined 'will to give', the notion of philanthropy helped to re-assemble and re-invent private sector organisations so that they were seen to be socially responsible, healthy, and even educational. Philanthropy also worked to mask private sector players less altruistic interests: branding, public relations strategies, avoidance of stricter regulations and legislation, and the desire to profit. [ABSTRACT FROM AUTHOR]