10 School decentralization and empowerment

School results for children of poverty ‐ those forced by that poverty to live in inner‐city neighbourhoods ‐generally indicate educational failure at a much higher rate than is seen for students nurtured by wealthier school districts. This failure in school severely limits chances of social and economic upward mobility, which translates into a waste of human capital for the nation's business‐industrial‐political complex, and dashed hopes, dreams and self‐esteem for the individual. Parents and concerned citizens from across socio‐economic strata, long aware of the general inadequacy of schools in poor communities, have demanded improvement, often seeking it through legal and political means. Important strategies among the various federal, state and local school reform efforts to make schooling a meaningful process for all students, and particularly the minority poor, are decentralization and citizen/parent empowerment, the focus of this chapter. The movement to decentralize school governance ‐ an effort to place control into the hands of the people being served ‐ has gained momentum and exists in some form in most large‐city school districts today. An extension of administrative decentralization, citizen/parent empowerment is seen as one of several factors, including teacher and administrator preparation, curriculum renewal, school financing, and school restructuring, vital in the improvement of schools. A look at the meaning and scope of decentralization, operationalized through citizen/parent empowerment, and its probable effectiveness in improving school outcomes indicates that, alone, it is insufficient to ensure positive academic and social performance in school.     

Creating,implementing and integrating a first‐year statistics requirement

We present the process our institution used to create a statistics requirement for almost all incoming first‐year students. From conception and planning, to hiring and acceptance by the university community, we offer lessons learned should you consider making such a shift in your own curriculum.     

A NEW LOOK AT PRESERVICE TEACHERS' CONCEPTIONS OF CLASSROOM MANAGEMENT AND ORGANIZATION: UNCOVERING COMPLEXITY AND DISSONANCE

This article examines preservice teachers' conceptions of classroom management and organization in light of their training and beliefs about good teaching. Students in their final year of a 5-year program discussed their definitions and conceptions of classroom management, organization, and rule systems through an open-ended questionnaire. Researchers analyzed responses using a grounded approach. Findings revealed a portrait of student perceptions more complex than those in previous studies, with conceptions often changing according to the nature of the question asked. Respondents exhibited a preoccupation with behavior management previously recognized in other studies; however, findings also revealed underlying conflicts between respondents' theoretical orientations and conceptions of management, a lack of attention to developing student independence, and a conceptual schism between organization and management. Findings suggest a need for teacher educators to clarify the role of management, clarify relationships between organization and management, and help students to bridge specific theory–practice gaps.     

The ideal speech department in the second half of the twentieth century

A nonpartisan pressure group, Common Cause seeks to play an important role in political campaigns by forcing issues upon candidates which they would otherwise avoid, by providing information to shape public opinion on special issues, and by scrutinizing compliance with laws applying to campaign activities.     

The Region 4 collaborative virtual reference project

In May 2002, the Denison Memorial Library at the University of Colorado Health Sciences Center and the J. Otto Lottes Health Sciences Library at the University of Missouri-Columbia, with funding from the National Network of Libraries of Medicine-Midcontinental Region, embarked on a collaborative, real-time reference project using the 24/7 Reference, Inc., software package. This paper describes how the project was conceived, and includes details on the service hours, staffing, training, marketing, lessons learned, and future plans for the service.