14 The Hampton Roads Messenger


Church Directory Hampton Roads


To list your church here, call 757.575.1863 Norfolk First Baptist Church,


Logan Park 7493 Diven Street Norfolk, Virginia 23505 www.fbcloganpark.com 757-423-0407


Mount Gilead Missionary


Baptist Church 1057 Kennedy St. Norfolk, VA 23513 (757) 853-3721


Second Calvary Baptist Church


2940 Corprew Avenue Norfolk, Virginia 23504 www.secondcalvary.org 757.627.SCBC (7222)


Queen Street Baptist


Church Glenn E. Porter, Sr., Pastor 413 E Brambleton Ave Norfolk, VA 23510 www.qsbcva.org (757) 622-4458


Faith Christian Center


Church 1066 Norview Ave, Norfolk, VA 23513 www.fccnorfolk.com


(757) 857-1336


Portsmouth Grove Baptist Church 5910 W Norfolk Rd Portsmouth www.grovebaptistchurch.com (757) 484-4149


Hampton


Sixth Mount Zion Baptist Temple 3100 Butternut Dr, Hampton, VA 23666 (757) 896-6050


Newport News


Ivy Baptist Church 50 Maple Ave Newport News, VA 23607 www.ivybaptistchurch.org (757) 245-1781


Virginia Beach


New Light Full Gospel Baptist Church 5549 Indian River Road Virginia Beach, VA 23464 757.420.2397


Pleasant Grove Baptist Church


2153 Kempsville Rd Virginia Beach, VA 23464 (757) 479-1239


Chesapeake


Bethany Baptist Church 2587 Campostella Rd, Chesapeake, VA 23324 (757) 543-5887


Suffolk


Oak Grove Baptist Church 2635 E Washington St Suffolk, VA 23434 www.oakgrovebaptist.net (757) 539-8012


Our Faith


By Rev. Dr. Gregory Headen “By all Means, Save Some”


It is important to


save some. If you work a full-time job, get paid at the end of a week, two weeks or a month, and spend every penny without sav- ing any, you are set-


ting yourself up for a crisis. It is sad that wages have not kept pace with in- flation, but even so we are challenged to save some. The rainy day is com- ing. The car will breakdown. The range and washer will break at some point. It is part and parcel to life that whatever humans make will need re- pair or to be replaced at some point. So why not live with that expectation and prepare for it. The truth herein does not just apply to money and things, it also refers to people. We are often disillusioned by the thought of not be- ing able to save everybody or to assist everybody. We had better understand the importance of saving some. We cannot stand by and watch all of our children fail to graduate. We have


to save some. This some is what the scriptures call the “Remnant”. Why is this so important? It is because every generation has the responsibility of passing the history, values, and hopes of a people on to the next generation. It is important because foundations are still essential for building lives. If the foundations be destroyed, what can the righteous do? (Psalm 11:3) If the overwhelming majority of people in the world choose to do evil, there must still be some who choose to do right. If the ministry itself becomes so degraded by men and women who are full of pride and whose gods are their bellies, there must still be some who preach out of love for the Lord, love for His people, and love for sin- ners. If hunger encompasses our community such that our pantry can- not begin to meet the needs, we must still take the food we have and feed some. If most belittle our Christ and reject him, we must still pray that He will change the hearts of some and they will repent and be saved. By all means, save some!


Volume 7 Number 8


School Discipline Joseph Arruda, learning director


FROM PAGE 4


at Reedley High School in Reedley, CA, shakes his head: “Suspending, expelling… that’s the old way.”


“It’s hard on them and on


the parents,” says Andre Griggs, after-school program coordinator at Le Grand High School. “It doesn’t help the overall education of student.”


The second driver for change


crept in sideways from educators who were teaching children with behavior disorders, from programs created to help kids deal with violence (particularly shootings) in and around their schools, and from restorative justice practices developed for the criminal justice system. Teachers and principals who saw the harm of zero tolerance finally had some alternatives to kicking kids out of class. All the methods focused the social and emotional lives of children, such as teaching children respect, empathy, and coping skills. Equipped with their own conflict resolution skills, teachers could defuse most situations in their classrooms instead of sending disruptive kids to the principal’s office.


The methods now have names


such as PBIS (Positive Behavioral Intervention and Support), Safe & Civil Schools, CBITS (Cognitive Behavioral Intervention for Trauma in Schools), restorative justice, trau- ma-sensitive schools, and HEARTS (Healthy Environments and Response to Trauma in Schools). They all focus first on changing what teachers and administrators do. Once that’s done,


College Sports FROM PAGE 11 Escalating coaches’ salaries are


the single largest contributing factor to the unsustainable growth of athletic expenditures. And we believe that universities and colleges must start rethinking coaches’ compensation, at least in the Division I revenue sports.


If universities and colleges want to


readjust a coach’s priorities, they need to change the penalties and incentives they offer coaches.


In almost every one of the


contracts Tom reviewed, a coach can receive bonuses for winning games, even if his team fails academically. Poor academic performance means the team or the individual player — not the coach — gets punished.


But no coach should receive


financial bonuses when much of his team is flunking out or failing to get a degree.


Many boards are too cozy with


athletic departments, allowing athletics directors to negotiate contracts for coaches with little oversight. A recent survey by the Association of Governing Boards of Universities and Colleges found that only about 15% of board members think the salary of their football or basketball coach is excessive. Board members sometimes forget their job is to protect the institution — not the coaches, not the boosters and not the fans.


We are not suggesting any


regulatory scheme for capping or restricting coaches’ compensation. Nor can we specify the balance between athletic and academic spending that, to


April 2013


most children’s behavior begins to fall into place.


PBIS is now in more than 18,000


schools nationwide, 500 in California. Safe & Civil Schools is in 5,000 schools nationwide, including several hundred in California. All public schools in Los Angeles use CBITS, San Francisco Unified School District has collaborated with HEARTS to train all of their schools’ mental health coordinators in trauma-sensi- tive practices, and dozens of schools up and down the state use restorative justice practices. In schools that use the programs, words like “de-escalate”, “solidify a relationship”, “develop trust”, and “teachable moments” slide off the tongues of teachers and administrators as they help students recognize, understand, and regulate their behavior, as well as ask for help.


In some schools, principals,


teachers and staff embrace the changes wholeheartedly, and reserve expulsions and suspensions for carrying weapons and selling drugs, required by law. But some schools tiptoe into the change, and still enforce an automatic suspension or expulsion on kids who fight or are caught using drugs, including alcohol. In other schools, with teachers or principals who don’t believe in a compassionate approach and who still think that a heavy hand works best, little changes.


Overall, U.S. schools still lose


millions of children that needn’t be lost. In California, for example, although suspensions and expulsions have dropped 12% — more than 100,000 — between 2006 and 2011, there were still more than 700,000 suspensions and expulsions during the 2010-2011 school year.


paraphrase the Goldilocks principle, is just right. What we can say is that this balance is plainly out-of-whack with the educational mission of many Division I universities.


Governing boards and college


presidents can take steps to right that imbalance. They could adopt a model of “best practices” that includes greater parity in new contracts for coaches between academic and athletic bonuses and provides penalties for poor academic performance.


Today, coaches can enjoy mul-


timillion-dollar contracts when they jump to another university, even when their former team suffers sanctions for misconduct that happened under the coach’s watch.


We would like to see “clawback”


provisions in new contracts that would enable institutions to recoup some salary and bonuses from coaches and ADs for rogue programs, even after coaches leave an institution.


Creating a healthier balance


between academics and athletics in our universities is not rocket science. All of these steps are doable.


But it will take courageous


leadership and a willingness by college presidents and trustees to buck the status quo.


This we know for sure: The


current path of big-time college sports is neither economically sustainable nor morally defensible.


Duncan is U.S. Secretary of


Education; McMillen is chairman and CEO of the Timios National Corp. Both played college and professional basketball. McMillen is a member of the University System of Maryland board of regents.


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