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. Author manuscript; available in PMC: 2019 Mar 1.
Published in final edited form as: Res Econ. 2017 May 31;72(1):1–32. doi: 10.1016/j.rie.2017.05.006

Table 4.

Administrative Practices

Reggio Emilia
Parma
Padova
Municipal State Municipal Municipal State Religious
Parental boards or advisory groups are encouraged as active participants in school culture 1960
1970
1980
1990
2000

Full-time, degreed Pedagogistasa are hired by the system to oversee professional development for multiple program sites 1960
1970
1980
1990
2000

Professional development is provided by highly trained educational coordinators to each program site every 1-2 weeksb 1960
1970
1980
1990
2000

Full-time Atelierista, or expert in creative visual arts, is staffed at each preschool site and collaborates with classroom teachers to design creative learning activities 1960
1970
1980
1990
2000

Kitchen and janitorial staff join educators for professional development 1960
1970
1980
1990
2000

Scheduled work hours are set aside weekly for teachers to document children’s work 1960
1970
1980
1990
2000

Scheduled hours are set aside weekly for teachers to engage families 1960
1970
1980
1990
2000

Classrooms are homogeneous in age 1960
1970
1980
1990
2000

2 co-teachers for incoming cohorts of 3 year olds. At least I teacher stays with the cohort for the next two years to maintain continuity of care 1960
1970
1980
1990
2000
a

In non-Reggio Approach systems, this role is referred to as Educative Coordinator. The job responsibilities of Educative Coordinators do vary across cities and ECE systems.

b

In Padova’s religious programs, professional development is provided by a mixture of part-time and full-time Educative Coordinators.