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Natale, Jo Anna – Executive Educator, 1993
Superintendent Philip Geiger recently risked unpopularity in one suburban New Jersey district by privatizing the bus service and using savings for a truckload of classroom computers. Armed with an MBA and a passion for zero-based budgeting, Geiger has also braved union displeasure by advocating faculty workload increases in students' interest. An…
Descriptors: Biographies, Business Administration, Elementary Secondary Education, Privatization
Harrington-Lueker, Donna – Executive Educator, 1994
Baltimore schools have begun their second year of a controversial $133 million contract with Minneapolis-based Education Alternatives Incorporated, a private, for-profit firm now managing nine of the city's most troubled schools. Sylvan Learning Systems, a for-profit company, administers the Chapter 1 tutoring program at six other schools. The…
Descriptors: Decentralization, Efficiency, Elementary Secondary Education, Privatization
Ordovensky, Pat – Executive Educator, 1993
At a low-income elementary school in Miami Beach, children learn for themselves, not to impress others. Guided by a privately developed instructional package, the school has embraced such tradition-smashing reforms as teacher-coaches, cooperative learning, whole-language and whole-math curricula, computer-assisted instruction, small classes, and…
Descriptors: Educational Innovation, Elementary Education, Principals, Privatization
Vail, Kathleen – Executive Educator, 1995
The Wilkinsburg (Pennsylvania) School Board's decision to hire Alternative Public Schools, a private company, to manage a failing elementary school has alienated the teacher union and many town residents. If teachers lose their court challenge, Turner School will become the only U.S. public school to be both privately staffed and managed. (MLH)
Descriptors: Boards of Education, Court Litigation, Elementary Education, Failure
Garcia, Joseph – Executive Educator, 1995
A Texas elementary school is testing Edison's claim that a private company can manage a public school better and more profitably than a public school district working alone. Educators and parents already see improvements, but overenrollment has caused class size, scheduling, and computer shortage problems. Competition and payment problems could…
Descriptors: Class Size, Competition, Educational Improvement, Educational Philosophy