Extracurricular Programs Must Be Heard
December 17, 2012
A team assembled by our Governor has brought forward the most thoughtful and comprehensive proposals to overhaul public education our state has seen in a long time, perhaps ever.
Nevertheless, there is little evidence that the hard work has included more than cursory attention to the extracurricular programs that create a point of connection for students and a sense of community from small towns to urban neighborhoods across our state – programs that provide motivation for students to stay in school, like school and do better in school, and for parents, boosters, friends and neighbors to invest in that school.
Some may argue that the neighborhood school is as anachronistic as the nine-month school year. While I’ve long and often criticized the school year as too short, I continue to advocate for neighborhood schools.
I’ve seen too much harm to students educationally and to communities economically as a result of sending students hither and yon for their schooling. And the so-called innovations have been resegregating public education every step down this ill-advised path.
The mantra “any time, any place, any way, any pace” may be a catchy phrase to describe where reformers wish to take public education in Michigan. It may also be the wrong direction for students, communities and ultimately our state, taking us back to a time when students dropped in and out of schools without much accountability.
As for our little piece of this – emotion-charged extracurricular programs – we’ll do our best to maintain a little order, some respect for rules and responsibilities, and a sense of fairness and equity.
There are many days in many places where 40 or 50 or 60 percent or more of a high school’s student body is participating in extracurricular athletics and activities. They are not unimportant to the education of those students and to the quality of life in those communities. Even if they haven’t been consulted during recent planning, extracurricular programs will be heard from during the coming debate.
FBI Tips
July 14, 2014
In a June 9, 2014 National Public Radio story about the first nine months of James B. Comey’s 10-year term as FBI director, two leadership tips emerged that may apply to all types of organizations.
The first is that since the 9/11 tragedy, the FBI has had to change from an agency created to catch bank robbers to an agency that prevents crime before it occurs.
While all comparisons pale next to 9/11, many organizations have had some kind of crisis that demonstrates dramatically that the organization must change fundamentally in order to serve its overarching purpose in a changing world.
It requires an entirely different mindset, perhaps, an entirely reordered set of priorities.
The second point raised in the interview, and very likely the key to accomplishing the first, is that the FBI is now focused on the biggest steps, not just the easiest ones. This is what Director Comey sees is necessary for the FBI to become the agency our nation needs in today’s world.
The required response to a defining-moment crisis cannot be cosmetic change, but must be almost genetic change. Hard change – a focus on deep, systemic issues, not superficial matters.
It requires an entirely different level of commitment than existed before.