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many quit in search of better work opportunities, self employment, or, simply, higher pay.

The recent trend towards higher pay exists in the context of decades of low-wage growth, as until recently, wages in the US had stagnated.

The current competitiveness of the labor market – at least the proportion that is driven by gap between the high demand for workers and the supply of those searching for work – might be temporary.

in September and October of this year, there were 1.4 million fewer mothers actively engaged with the labor force than those same months in 2019.

Mothers with college degrees and telework-compatible jobs were more likely to exit the labor force and more likely to be on leave than women without children. She also found that teachers are most likely to leave the labor force as compared to their counterparts in other industries.

Rural four-day students generally learned as much as rural five-day day students. Statistically, both groups’ test scores rose by about the same amount every year.

small town and suburban students who switched to four-day weeks were far worse off than other students in the state

One possible explanation, Morton says, is sports. Many rural athletes and young student fans leave school early on Fridays or skip school altogether because of the great distances to travel to away games. In effect, many five-day students are only getting four-days of instruction in rural America.

The four-day work week is an attractive work perk in rural America that may lure better teachers.

By this theory, four-day schools may make it easier to hire better teachers, who could accomplish in four days what a less skilled teacher accomplishes in five days.

five-day weeks have their own drawbacks in rural America: hidden absences, skipped lessons and lower quality teachers.

Hispanic students, who accounted for one out of every six rural students in this study, suffered much more from four-day weeks than white students did. (Native American students, who made up one of every 10 rural students, did relatively better with the four-day week.)

biggest surprise to me in this review of the research is how tiny the cost savings are: 1 to 2 percent.  It does save some money not to run the heat or buses one day a week, but the largest expenses, teacher salaries, stay the same.

soldiering through the galleries and paying minimal attention to the exhibits prepared expressly for their viewing

reanimated by the opportunities to engage in eating, spending, and talking on the phone—activities compatible with a sidewalk stroll.

critical message about the socializing function of the city

There is scientific data, too, upon which to build an argument for ensuring that we do better by our museum guests.

participation in the arts, especially as audience, predicted civic engagement, tolerance, and altruism.”

“[T]he space of the art museum is an inherently public or civic space,” wrote Glenn Lowry, director of the Museum of Modern Art, in a recent essay. “Art museums in this context need to be understood as quintessentially urban institutions that play a critical role in defining the intellectual and physical fabric of cities and towns.”

he Art Institute of Chicago switched from free Tuesdays to free Thursday evenings, from 5-8 p.m.

At the time of this writing, there is not much more than anecdotal evidence available on the desired result of racially and ethnically diverse visitors during free evening hours, but the Art Institute of Chicago has every reason to believe its change in free hours achieved this. “We had Chicagoans in the museum who reported that it was their first-ever visit,” Lee said. “We had parents telling us that they were grateful that the free hours allowed them to easily bring their children after work. We had more visitors per free hour than we did when the free hours were on Tuesdays.

the competing priorities of ideology, practicality and economics. By designating periods of free admission to attract the infrequent visitor, museums can more easily justify charging an entrance fee on a regular basis

Cool Culture, an inventive nonprofit formed in 1999, has created a family pass to 71 cultural institutions in New York City. The pass is intended for low-income families, and the program’s primary clients are Head Start and other subsidized child-care centers. Two-thirds of participants have household incomes below the federal poverty line.

Although transportation is not provided, participants can visit at any time and return as many times as they wish.

Cool Culture’s success is in the numbers: Families who have the Cool Culture Pass are four times more likely to visit a museum than families without the pass, according to Linda Steele, executive director.    

one might logically conclude that museums with no admission fee will attract larger audiences and thus have a better chance at earning more revenue within the museum: more visitors, more sales in shops or restaurants. Upon closer scrutiny, this assumption may not be true.

museum visitors who did not pay an admission fee were likely to spend even less on additional goods or services than the average visitor who paid a fee to enter, even they were not museum members.

responses from museums of various sizes, settings and budgets. The most commonly mentioned benefits of free admission were service to the community and accessibility to a more diverse audience. Increased exposure, attendance and public relations opportunities also ranked high, as did improved opportunities for individual, corporate and foundation support. The primary drawbacks were lost revenue and the inability to build a membership base. Security concerns also figured prominently.

Do Not Touch” signs in art exhibitions. Of the 15 responding museums that offered limited free admission days or hours, more than half reported a significant difference in visitor demographics: seniors, large family groups, school groups, disabled persons and drug or alcohol recovery groups were most likely to attend at these times. Museums in Seattle, Scottsdale, San Diego and the San Francisco Bay area all reported an increase in student visitors on free admission days. Sue Cake, a longtime docent at the Oakland Museum of California, observed that free admission days enabled teachers to assign a museum visit as part of a class lesson, likely a factor for increased student visitation at many museums.

can discount or waive admission fees on a case-by-case basis. “The experience should have value like a movie, going out to eat, a concert or any other leisure-time activity,” said Deputy Director Amy Oppio. “It is . . . important for guests to believe in supporting the organization and its mission.” 

Not all respondents shared Oppio’s view. One of the survey questions asked about the ideal admission fee structure. Of the 24 museums that responded to this question, 30 percent said that free admission is the way to go. Midge Bowman, executive director of the Frye Art Museum, responded that art museums “should be free as public libraries are. Without this open admission, they remain elitist institutions.”

ents we write and the act of imposing an entry fee,” she wrote. “Museums, if they remain oriented toward their paying customers will not . . . feel motivated to become essential elements within the community and an important educational resource for all individuals wishing to learn.”