Every former pupil of the School shall be welcomed as a Life Member of the ONS.ģ.2. The objectives of the ONS shall be the promotion of good fellowship among the Members, and the promotion generally of interest in Nottingham High School (‘the School’).ģ.1. THIS FELLOWSHIP shall be called the Old Nottinghamians’ Society (‘the ONS’). Because of social media our Members are now able to participate in the Society whether they are in Nottingham or New Zealand!Īny Society Member should feel free to email the President or Secretary about any matter related to their Old Nottinghamians’ Society.ĬONSTITUTION AND RULES OF THE OLD NOTTINGHAMIANS' SOCIETY What started as a dining society is now a global fellowship. We also encourage our Members to share their professional skills, knowledge and contacts for the benefit of ONs via our Mentoring Programme. Social events, sports and good causes continue to be central to what we are about. Over the decades Society Members have decided to support good causes which benefit boys and girls in the City of Nottingham, pupils at Nottingham High School and fellow ONs. Our Officers and Committee members regularly attend AROPS conferences to share experiences and ideas. The Society has been a member of AROPS - The Schools' Alumni Association since 1983. In 1961 the Society was renamed the Old Nottinghamians' Society and in 1965 the ONs bought our own sports ground at Adbolton. It still held reunion dinners, but also brought former pupils together to take part in a range of sporting activities. In 1902 the headmaster Dr George Sherbrooke Turpin (also a former pupil) formally established the Nottingham High School Old Boys’ Society. The parent Society has its roots in a Nottingham High School Old Boys’ Dinner Committee, which was founded in the 1870s and which held several dinners every year in various parts of the country. Old Nottinghamians Society Sports & Social Club Old Nottinghamians' Society Affiliated Groups The Society values all the time, energy and care devoted by Members who are involved in providing all the opportunities for fellow ONs and others in our affiliated groups. The greatest asset that the ONs possess is ONs. We are a democratic organisation, whose objective for decades has been ‘the promotion of good fellowship among the Members, and the promotion generally of interest in Nottingham High School.’ Our Members, ultimately, decide everything: what our rules are what we are called what our objectives are who can join us who represents us who conducts the business of the Society who manages our finances and how we spend our money. Its analysts used federal data to identify the 100 largest districts by student enrollment, and then backtracked over the last seven years to look at which ones turned over in each school year.The Society uses its funds to serve our Members and to support the good causes which they have decided we should champion. (One often-cited 2006 estimate from AASA, the School Superintendents’ Association put it at between 14 percent to 16 percent annually, but it’s not clear how that data was derived.) And all of the estimates vary somewhat because of differences in method.ĮRS is among the first to try to get its own baseline of turnover, both pre-pandemic and during COVID. There is no national, year-over-year data collection that tracks a sample of superintendents, so even arriving at a benchmark figure for turnover is difficult. Turnover in large, urban districts is high. Here are three things to know about superintendent turnover. It’s this incredible, daily, nightly, sleepless stress.” Everything they’ve done about masking and opening or closing someone is picketing or protesting. “There’s nothing these superintendents can do right right now. “I feel like it’s important to balance this story about the teacher challenges with the leadership challenges and the kind of turnover we’re going to see in the principal ranks,” said Karen Hawley Miles, the president and CEO of Education Resource Strategies, a nonprofit consulting firm that works with district leaders. The phenomenon has been a bit overshadowed amid the struggles of teachers, paraprofessionals, and bus drivers, but deserves more attention because of how it stands to affect day-to-day district operations-including the tough choices about how to spend time-limited pandemic funding, observers say. In all, what they show suggests that turnover at the top of school districts has indeed increased, at least in urban settings, and probably in others.
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