The Long Island play revolution

This excerpt from Let the Children Play by Pasi Sahlberg and William Doyle (Oxford University Press, 2019) describes how a Long Island school district began giving children more time for unstructured play during the school day by doubling the recess period, extending lunch, launching optional play clubs, and creating spaces for unstructured activity. At the same time, the district superintendent de-emphasized test scores and discouraged homework. Students began coming to class better prepared for learning, disciplinary problems went down, and student attendance went up.

Szkoły bernardyńskie na terenie Rzeczypospolitej Obojga Narodów w latach 1772–1864

Between 1772 and 1864, the Bernardines ran in total 46 schools in the Polish-Lithuanian Commonwealth. Ten of them, at least in certain periods, were high schools (sub-departmental, district, secondary schools). A majority of the schools (24) were managed by monasteries in the Lithuanian Province. The successful development of Bernardine education in this territory should be attributed to the monks’ understanding of the need of spreading educationas well as to the relative political freedom in post-partition Lithuania. For that reason, educational activities could freely develop under the supervision of Adam Czartoryski, the Vilnius district superintendent and in the care of the Vilnius University. The well-developing education system of the Bernardines was destroyed by repressive measures applied by Nikolay Novosiltsev who replaced Czartoryski in 1823, and finally the tragic end of the November Uprising. Education in Podolia and Volhynia could be successfully developed owing to Tadeusz Czacki. The situation was different in the Kingdom of Poland where schooling was subjected to the Commission of National Education and the subsequent education authorities. Despite the hostile attitude towards monasteries, the Bernardines managed to run several schools. The most difficult situation was in Galicia which was incorporated by Austria after the Partitions of Poland and not under the beneficial influence of the Commission of National Education. A majority of Bernardine schools in Lithuania, just like in the Russian Province, survived the November Uprising. However, the subsequent restrictions imposed on political freedom had negative consequences for the standard of teaching. The dissolution of the monasteries put an end to the educational activity of the Bernardines in the five provinces in question. Most of the schools closed down as the monasteries were dissolved.

Politics first: Examining the practices of the multi-district superintendent

Over the past decade, multiple states have implemented a form of regional school district consolidation referred to as multi-district unions. Their organizational structure enables districts to retain individual school boards within regional local education agencies, all of which are overseen by a superintendent and a central board. However, no empirical research has been conducted to date on the ensuing work of multi-district superintendents. In our exemplary case study, we analyze time records, interviews, and observations to understand the role allocations and work of one multi-district superintendent. We find the division of time and ensuing responsibilities of the multi-district superintendent is predominantly political to the organizational structure of the union, and we conclude with implications for policy and practice.

Not Watching the Fight: Examining the Dynamics of School Turnaround

This case describes how a newly appointed superintendent implemented systematic changes across the school district to increase academic performance and keep schools open and operational. The district superintendent and leadership team were forced by the state educational system to promote rapid and drastic organizational and academic changes to avoid district closure. These changes implied a new district performance policy, and it was promoted while navigating challenges related to local district politics, the internal culture of dysfunctionality and disarray, and the state educational system.

Seeing the Light

This article discusses innovations and evolution in the optics industry. Local firms teamed with Monroe Community College to hold events that introduced high school students to optics . Paul Ballentine, who analyzes technology opportunities as deputy director of University of Rochester’s Center for Emerging and Innovative Sciences, sees plenty of upside. Light-based systems are continuing to grow, but Rochester’s optics community will have to reinvent itself to thrive. The Rochester Regional Photonics Cluster has morphed into New York Photonics, with additional clusters in Buffalo, central New York, Albany, and Long Island. It now represents hundreds of optics and photonics companies throughout the state. Paul Conrow, who was teaching physical sciences at Rochester’s East High School, is now recruiting 10th graders and showing them Rochester’s optics industry. Conrow presented the idea to the district superintendent, who had been principal in the only school in America with a student eyeglass program. He introduced Conrow to teachers at a sister high school where members of the cluster were helping to plan a precision optics program.