The role of public and private initiatives in the development of public education in Minusinsk District of Yenisei Province in the late XIX – early XX centuries

The subject of this research is public and private initiatives of the population in the development of public education in the Minusinsk District of Yenisei Province in the late XIX – early XX centuries. The goal consists in studying the role of public and private initiatives in the development of public education in the territory of Minusinsk District of Yenisei Province over the period under review. The article employs the cultural-historical and historical-geographical methods; historiographical framework is comprised of the materials of pre-revolutionary periodical press (the newspaper “Eastern Review”), statistical data of Reviews of Yenisei Province, archival documents of the Minusinsk State Archive, and published documentation. Special attention is given to charitable activity of such individuals as I. G. Gusev, V. A. Danilov, F. F. Devyatov, N. M. Martyanov, I. M. Sibiryakov, and others in the sphere of public education. The article reviews the role of the Board of Regents of Minusinsk Women's Professional Gymnasium and Minusinsk Society for the Monitoring of Elementary Education on the issue of literacy of the local population. The conclusion is made that the autonomous socially important activity of the representatives of merchantry and peasantry, as well as nongovernmental organizations, contributed to an increase in the number of schools, improvement of financial situation of educational institutions of Minusinsk District, and attraction competent pedagogues to the Siberian province.

Oklahoma State System of Higher Education

This chapter describes Article XIII-A of the Oklahoma constitution, which concerns the Oklahoma State System of Higher Education. This article is probably one of the most important steps this state has taken to improve and better coordinate its public institutions of higher learning. Section 2 states that the Board of Regents of the University of Oklahoma is responsible for governing the university. The university’s president has only the authority given to him by the Board of Regents and their acts are subject to review by the board. Section 3 allows the Oklahoma State Regents for Higher Education to move money between funds and accounts as it sees fit. Lastly, under Section 4, a private denominational institution awarding academic and professional degrees may be subject to reasonable state regulation without violating the First, Fifth, Ninth, or Fourteenth Amendments. Thus, the secular-type activities of a religious school are subject to nonarbitrary governmental regulation exercised under the policy powers of the state.

Board of Regents of Oklahoma Colleges

This chapter explores Article XIII-B of the Oklahoma constitution, which concerns the Board of Regents of Oklahoma colleges. Section 1 provides for the creation, membership, and terms of the Board of Regents of Oklahoma colleges. The meetings of the Board of Regents are open. The Board of Regents of Oklahoma colleges are only authorized to hold executive sessions when considering matters involving appointment of personnel and then only when ordered by unanimous vote of the members of the board. Under Section 2, the Board of Regents of Oklahoma colleges has all power necessary to accomplish objectives it was constitutionally empowered to achieve, and it is therefore authorized to enact rules, regulations, and bylaws for good government and management of the university and all of its departments. Section 4 provides for the authorization of the Board of Regents regarding allocation of funds for payment of salaries and expenses.

How Hispanic Should Hispanic-Serving Institutions Be?

The Board of Regents appointed President Thomas to the helm of Nuestra University, a large and urban Hispanic-Serving University. In the first years of his presidency, Nuestra achieved important milestone in its quest to better serve and graduate students from underrepresented populations. However, Thomas’s hiring and presidency has faced critical questions, especially when Thomas’s new strategic plan and plans for community involvement appeared to ignore the demographics both on and off-campus. This case study focuses on the potential implications for Minority-Serving Institutions when their administration does not match the demographics of their major stakeholders (i.e., students, faculty, and local school districts).

The American College of Surgeons Response to the COVID-19 Pandemic (Part III): Leadership in a Time of Crisis

The response of the American College of Surgeons (ACS) to the COVID-19 pandemic was vigorous and effective because it had mature programs in surgical quality and health policy and advocacy, the legacy of decades of work by its officers and leaders and its current executive director, David Hoyt. Hoyt had the foresight to institute a digital communications platform upon which the College collected data for its clinical programs and conducted many of its meetings. Through internet portals, online communities, and social media it broadcasted news and information to the membership. When the global COVID-19 pandemic struck, the College was able to quickly mobilize its leaders and scientific experts to disseminate credible information, recommend protocols to maintain patient and provider safety in operating room environments, provide a rational scheme of prioritization of urgent surgical operations, and a sensible means of resumption of normal surgical practice. As the financial impact of the outbreak on surgical practice became apparent, the ACS represented the interests of surgeons in the White House, Capitol, federal agencies, and governors’ mansions and statehouses. In an interview by Steven Wexner, a member of the ACS Board of Regents, Hoyt described the response of the ACS to an unprecedented threat to the surgical care of patients in the country and the world. His story demonstrates the legacy of credibility and professionalism built by decades of principled leadership of generations of officers and Regents of the College, and his own example of effective leadership in crisis.

The American College of Surgeons Response to the COVID-19 Pandemic (Part II)

From the onset of the COVID-19 global pandemic of 2020, the American College of Surgeons (ACS) has been a leader in disseminating credible information on the clinical and scientific aspects of the disease. As governmental regulations enforced the closure of hospitals and operating rooms to elective surgical cases as part of its “shelter-in-place” public lockdown policies, the ACS brought specialty societies together to create guidelines to protect patients and preserve surgical quality. Federal agencies made available financial aid programs to mitigate the economic impact of the outbreak. The division of advocacy and health policy of the ACS made certain that the interests of surgeons and their patients were served. Steven Wexner, member of the Board of Regents of the ACS interviewed the medical directors of the division, Frank Opelka in quality and health policy, and Patrick Bailey in advocacy, for their stories of how the College responded to the many health and public policy issues that came before Congress and governmental agencies during the pandemic.

Teaching and Learning Democratically in a Public High School: Challenges Presented in a High-Stakes Environment

The New York State Board of Regents adopted the Common Core Curriculum, the implementation increased testing requirements and rigidity in classrooms. However well-intentioned, standardization and increased testing conflict with theories and research that support authentic learning and collaboration. Implementing methods to empower and engage students can feel nearly impossible within a high stakes environment. This article discusses the findings of an action research study conducted to explore ways for teachers to engage students to become active participants in both teaching and learning. Students were encouraged to explore a democratic learning environment in which they worked collaboratively to develop lesson plans for social studies that adhered to state requirements. The findings showed a profound shift in perceptions of teaching and learning by students and teacher.

Lessons Learned and Experiences Shared From the Front Lines: Milan and Madrid

Under the aegis of the American College of Surgeons (ACS), the senior author (SDW), a member of the Board of Regents of the ACS, interviewed 3 of his international colleagues in colon and rectal surgery who found themselves dealing with a flood of patients from the COVID-19 pandemic. Each was in a “hot spot” where the outbreak overwhelmed the capacities of the hospitals. Professor Antonino Spinelli of Milan dealt with the sudden increase in COVID-19 patients that threatened to push all other emergencies and urgent cancer cases aside. Providers lacked the personal protective equipment to be adequately safe in the environment. In Madrid, Dr Julio Mayol recounted how 10%-15% of the workers in his hospital were incapacitated by the virus, many of them doctors providing direct care to patients. The disease is so prevalent that all emergency patients are treated as though they have the infection. Having practices in Saudi Arabia and Spain, Dr Delia Cortés-Guiral saw how the former country controlled the epidemic through a strict lockdown of travel and closure of holy pilgrimage sites and social gatherings. In contrast, upon her return to her native country, she experienced the near-breakdown of the health care system by the suddenness of the outbreak. “There are now no specialists now, she says.” All of the specialties are treating COVID-19 patients and all of us are learning at the same time how to deal with this disease. “It is a nightmare now here in Spain”.

Working in an Ever-Changing Environment

Host lost the broadcast rights for University of Kentucky sports in 1980, so he turned his attention to other ventures. He met with the athletic directors of the Southwest Conference (including Frank Broyles and Darrell Royal), and by the end of the meeting, they had asked Host’s company to operate the SWC Radio Network. The SWC Network was a resounding success, but Texas A&M football coach Jackie Sherrill led a successful campaign to end the network, allowing the larger universities in the conference to keep more broadcasting revenue. Host then signed a deal with athletic director DeLoss Dodds to control the broadcast and media rights for the University of Texas, and he rapidly expanded the commercial appeal of Texas athletics. Host continued to work with the NCAA and the NTBA. The NCAA struggled for control of college athletics with the College Football Association, which resulted in the 1984 Supreme Court decision in NCAA v. Board of Regents. The NTBA faced deregulation by the federal government, which resulted in a name change to the National Tour Association, larger membership in the organization, and increased revenue.