From the Bottom Up: The Global Expansion of Chinese Vegetable Trade for New York City Markets

2018 ◽  
pp. 336-350
Author(s):  
Valerie Imbruce
Last Subway ◽  
2020 ◽  
pp. 124-156
Author(s):  
Philip Mark Plotch

This chapter recounts how New York City Transit Authority rail service planners Peter Cafiero, Chuck Kirchner, Glenn Lunden, and Jon Melnick resurrected the Second Avenue subway in 1988. Even though the Transit Authority was in the early stages of its 1987–91 capital program, the planners' bosses wanted to start getting ready for the next program, which would run from 1992 to 1996. The first step would be to create a document that assessed the authority's long-term needs and identified projects that would rehabilitate the subway system, increase ridership, improve productivity, and expand system capacity. One proposal the planners wrote to address the Lexington Avenue's problems was an idea that the MTA planner Bob Olmsted had first championed in 1975—a Second Avenue subway north of 63rd Street. As the Second Avenue subway proposal moved up the Transit Authority hierarchy, the authority's president, David Gunn, agreed that the time was right to begin thinking about expanding the subway system. Before he could devote significant resources to advancing the Second Avenue subway, however, it would have to compete with other potential megaprojects under discussion at the MTA's agencies.


2019 ◽  
Vol 82 (4) ◽  
pp. 386-406
Author(s):  
Alexandre Frenette

The sociological literature on creativity would suggest that collaboration between newcomers and more experienced members of an art world results in the fruitful combination of novelty and usefulness, though not without some conflict. Drawing on fieldwork and interviews with workers from the popular recording industry (rock/pop) in New York City, this article extends the literature on creativity as collective action by showing how three types of intergenerational tensions (aesthetic, technological, and career) are embedded in the ways newcomers and experienced workers see themselves and each other as agents of change and stasis. I propose a new variable—leveraging age—a mechanism intergenerational collaborators use to resolve or override these tensions to ultimately maximize creativity in group contexts. Leveraging age, as a form of knowledge extraction, occurs in creative bureaucratic organizations and describes how newcomers and experienced workers dualistically draw on each other’s respective strengths (novelty and tradition). I primarily examine the bottom-up part of this process—how experienced workers draw on the insights of newcomers—by analyzing five leveraging-youth practices, which vary by level of formality and intentionality, but mostly limit the interactional challenges between the two groups.


1942 ◽  
Vol 74 (3-4) ◽  
pp. 155-162
Author(s):  
H. Kurdian

In 1941 while in New York City I was fortunate enough to purchase an Armenian MS. which I believe will be of interest to students of Eastern Christian iconography.


1999 ◽  
Vol 27 (2) ◽  
pp. 202-203
Author(s):  
Robert Chatham

The Court of Appeals of New York held, in Council of the City of New York u. Giuliani, slip op. 02634, 1999 WL 179257 (N.Y. Mar. 30, 1999), that New York City may not privatize a public city hospital without state statutory authorization. The court found invalid a sublease of a municipal hospital operated by a public benefit corporation to a private, for-profit entity. The court reasoned that the controlling statute prescribed the operation of a municipal hospital as a government function that must be fulfilled by the public benefit corporation as long as it exists, and nothing short of legislative action could put an end to the corporation's existence.In 1969, the New York State legislature enacted the Health and Hospitals Corporation Act (HHCA), establishing the New York City Health and Hospitals Corporation (HHC) as an attempt to improve the New York City public health system. Thirty years later, on a renewed perception that the public health system was once again lacking, the city administration approved a sublease of Coney Island Hospital from HHC to PHS New York, Inc. (PHS), a private, for-profit entity.


Author(s):  
Catherine J. Crowley ◽  
Kristin Guest ◽  
Kenay Sudler

What does it mean to have true cultural competence as an speech-language pathologist (SLP)? In some areas of practice it may be enough to develop a perspective that values the expectations and identity of our clients and see them as partners in the therapeutic process. But when clinicians are asked to distinguish a language difference from a language disorder, cultural sensitivity is not enough. Rather, in these cases, cultural competence requires knowledge and skills in gathering data about a student's cultural and linguistic background and analyzing the student's language samples from that perspective. This article describes one American Speech-Language-Hearing Association (ASHA)-accredited graduate program in speech-language pathology and its approach to putting students on the path to becoming culturally competent SLPs, including challenges faced along the way. At Teachers College, Columbia University (TC) the program infuses knowledge of bilingualism and multiculturalism throughout the curriculum and offers bilingual students the opportunity to receive New York State certification as bilingual clinicians. Graduate students must demonstrate a deep understanding of the grammar of Standard American English and other varieties of English particularly those spoken in and around New York City. Two recent graduates of this graduate program contribute their perspectives on continuing to develop cultural competence while working with diverse students in New York City public schools.


2001 ◽  
Vol 29 (2) ◽  
pp. 99-106 ◽  
Author(s):  
Gustavo D. Cruz ◽  
Diana L. Galvis ◽  
Mimi Kim ◽  
Racquel Z. Le-Geros ◽  
Su-Yan L. Barrow ◽  
...  

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