Social Justice Leadership in Urban Schools: What do Black and Hispanic Principals Do to Promote Social Justice?

Despite the constant barrage of federal and state initiatives and reforms, many challenges to needy schools still remain. Students in the United States who are from low-income families, who are of color, and for whom English is not their first language, continue to be under-represented, undereducated, and underperform. Utilizing a qualitative research methodology, this study examined how and to what extent black and Hispanic principals working in urban schools were exercising social justice leadership in their schools, sought a better understanding of how they had become social justice leaders, and explored what they had done to promote social justice.Malgré le déluge incessant d’initiatives et de réformes de la part du gouvernement fédéral et des états, les écoles défavorisées continuent à faire face à de nombreux défis. Aux États-Unis, les élèves de familles à faible revenu, qui sont de couleur et pour qui l’anglais n’est pas la langue maternelle continuent à être sous-représentés, sous-scolarisés et moins performants. Reposant sur une méthodologie de recherche qualitative, cette étude s’est penchée sur les directeurs noirs et hispaniques d’écoles en milieu urbain pour établir comment, et dans quelle mesure, ils exerçaient un leadeurship en justice sociale dans leurs écoles; pour mieux comprendre comment ils étaient devenus des leadeurs en justice sociale; et pour étudier ce qu’ils avaient fait pour promouvoir la justice sociale.Mots clés : leadeurship en justice sociale; directeurs d’école noirs et hispaniques; équité et égalité; modélisation; éducation en milieu urbai

Associations of Emergency Department Length of Stay With Publicly Reported Quality-of-care Measures.

OBJECTIVE: The Institute of Medicine identified emergency department (ED) crowding as a critical threat to patient safety. We assess the association between changes in publicly reported ED length of stay (LOS) and changes in quality-of-care measures in a national cohort of hospitals. METHODS: Longitudinal analysis of 2012 and 2013 data from the American Hospital Association (AHA) Survey, Center for Medicare and Medicaid Services (CMS) Cost Reports, and CMS Hospital Compare. We included hospitals reporting Hospital Compare timeliness measure of LOS for admitted patients. We used AHA and CMS data to incorporate hospital predictors of interest. We used the method of first differences to test for relationships in the change over time between timeliness measures and six hospital-level measures. RESULTS: The cohort consisted of 2,619 hospitals. Each additional hour of ED LOS was associated with a 0.7% decrease in proportion of patients giving a top satisfaction rating, a 0.7% decrease in proportion of patients who would definitely recommend the hospital, and a 6-minute increase in time to pain management for long bone fracture (p \u3c 0.01 for all). A 1-hour increase in ED LOS is associated with a 44% increase in the odds of having an increase in left without being seen (95% confidence interval = 25% to 68%). ED LOS was not associated with hospital readmissions (p = 0.14) or time to percutaneous coronary intervention (p = 0.14). CONCLUSION: In this longitudinal study of hospitals across the United States, improvements in ED timeliness measures are associated with improvements in the patient experience