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JUNE 2004

REGIONAL Superintendent Series:

Dr. Kathleen Cashin, Region 5

by Joan Baum, Ph.D.

 “Dynamo” hardly begins to describe the focused, fast-talking, dedicated “workaholic”—the word she uses to describe her assistants—but clearly the apple doesn’t fall far from the tree. For Region 5 Superintendent, Kathleen Cashin, the energy level starts high and accelerates as she talks of changes she has been able to bring about in only one year as regional superintendent, but it’s clear she draws on vigorous and efficient leadership she has exercised in previous positions as teacher, staff developer, consultant, program manager, and principal in city schools, and then as superintendent of Community School District 23 in Queens. Such is her enthusiasm and impatience to turn things around that it’s not always immediately apparent what time frame she’s in: plans become part of a present-tense onslaught on complacency. Only one of the 102 schools under her aegis (including 12 high schools), for example, was labeled problematic, though many of the schools because of low socio-economic conditions, neglected for so long, might be thought of as inevitable candidates for the endangered list. The superintendent ticks off some of the areas served by Region 5, among them The Rockaways, Beach Channel, Broad Channel, East New York, Brownsville, then points out that her district, encompassing 120 square miles, is the largest geographically in the city.

She cites three main attributes that make for effective administration—intense professional will (commitment above and beyond), restraint (knowing when to be tough, when to back off), and modesty (recognizing that others may have better ideas). She might well have added a fourth: contagious drive. Kathleen Cashin knows what she wants and is determined to get it…now. “Restructuring,” she says, has made the difference, small schools made out of large, unwieldy ones. But imagination is also at play—the new entities have and will have special themes, such as civil rights, world health, the arts—and partnering with the Teacher Center, for example, has made possible the “most unbelievable professional development,” new arrangements with CUNY and more subject specialists serving as “liaisons” to individual schools.

Centering her attention on grades K-8 (the usual structure in parochial and private schools), but allowing that in some cases middle schools work well, Dr. Cashin says that K-8 usually furnishes the better model because of the advantage of extended time. K-8 schools also have better attendance records and less violence than most middle schools. But Dr. Cashin moves closely on phasing in new policies and procedures, usually starting with K-6 and then adding a grade at a time. Central in her efforts have been the Scholars’ Academy, attracting gifted children who apply and go through a rigorous admissions process, and the Channel View School for Research (also for grades 6--12). Also in the works, thanks to collaboration with Borough President Helen Marshall, says Dr. Cashin, is a CUNY Satellite school, which will have social studies as its concentration.

The Scholars’ Academy is a particular source of pride for Dr. Cashin since it attracted 500 parents at an open meeting, 90 percent of whom are non-white. Many parents of successful applicants sign a “contract” pledging regular support. They know they have something special. In addition to interdisciplinary study starting with ancient civilizations this fall, there will be four different languages studied as part of a cycle, beginning with American Sign Language. Dr. Cashin, a life-long athlete, is also a strong believer in sports, particularly non-traditional sports such as Lacrosse, possible sources for college scholarships.

All the schools under Dr. Cashin’s purview will reflect her passion for a New York State standards-based core curriculum that is also interdisciplinary and that will involve portfolio assessment. At the Beach Channel School, for example, on the Bay, research will turn on oceanography and horticultural study, supplemented with hands-on activities and collaborations with institutions such as the New York Aquarium. The Superintendent is thrilled with the initiatives, to say the least, and feels that the new city structure, whereby 10 regional heads have replaced 31 district leaders, creates a tighter, more personal and collegial environment for success.#

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