Reflection on Superintendent I - 700

The position of district administrator is very challenging, and at the same time exciting, as you have the opportunity to lead and influence all aspects of a student's education.

The establishment of nonnegotiable goals for achievement and instruction is the keystone for education. If these goals are created collaboratively, then buy in and accountability of staff will be dramatically increased. The only way to improve outcomes is to improve the instruction. In the big picture, the focus is where do we want our district to be in one, three, five and ten years? The next question is how will we get there? Staff development opportunities, allocation of resources, data to be used to determine student progress, and attraction and retention of staff are some of these essential questions that must be discussed in developing a plan.

According to Marzano, teacher's with a Master's Degree and experience had a substantial impact on improving student achievement. Participation in professional development opportunities dramatically increased student scores in the area of math and science. Research also suggests these opportunities should also be available during the summer months, when teachers have a chance to reflect and thoroughly plan how classroom instruction can be impacted and modified with the addition of the new techniques. Teachers observing other teachers, is a strategy that has numerous benefits. If done with a positive focus, these observations will strengthen staff relationships, lead to educational based conversations and will allow teachers to incorporate classroom practices they have observed in action. Master teachers are ones who produce substantial gains in student learning. If your district is effectively promoting and supporting teacher growth, then the number of master teachers in your district should increase year after year. The allocation of financial resources should correlate with your plan on improving instruction and therefore increasing student achievement. In the area of finances, it is critical staff see the connection between improvement on student performance and how this impacts the perception of the effectiveness of our schools. If district perception is positive, then enrollment will increase, which will provide the financial resources for the district to continue to improve. This funding will also allow the district to attract and retain the best staff. The goal should be for the district to improve year after year. Developing an accountability system based on value added growth, should be incorporated. As a country we struggle educating high poverty students, each district needs to create a plan that takes into account the needs of every student in every demographic classification. The school board support of your district vision and allocation of resources to support your ventures is essential.

When we hold meetings, the manner in which we bring people together is as important as what we will discuss. Collaboration in small groups with the opportunity for constant eye contact is most effective. The focus should be in creating our district vision and what we want our future to be. Highlighting the assets and strengths of each individual is the key, to building a successful organization. Creating a sense of belonging, in which each person feels valued, will strengthen your school district. My experience has shown me this need to be valued is more important to many people than the salary they are paid and a high salary may not allow you to retain an employee that does not feel valued. The school board should set the example for the district, of how to make each member feel important and respected. Incorporating a governance model that gives all board members a voice, will set the tone for the district. The superintendent and board president are perhaps the two most important individuals in a school district. The relationship between the two, and the example they set will determine the path of the organization.

In class, we have discussed and been provided multiple examples of districts that constantly employ best practices. These examples provide the blueprint of how to lead one of the top educational organizations in the state. I feel it is my role to study these models over the next one to two years (all of my children will then be off to college) and prepare to lead an organization that will someday too be a model for others to study. I personally would like to combine Covey's , "Put first things first" and "Begin with the end in mind", along with Block's "What do we want our future to be?" to be the blueprint for my next 8 - 10 years.

3 Essentials of District Administrator Best Practice

1- A collaboratively created district vision, involving the key stakeholders, should be developed. This vision should address, short, medium and long term planning for the district. Student achievement, student enrollment, and financial planning should all be addressed.

2- The district should establish clear and high expectations for student learning/achievement and resources should be allocated to support this vision. An emphasis should be placed on attracting and retaining the best administrators and teachers to ensure high quality instruction. Staff development opportunities must directly correlate to the high expectations of student success and achievement.

3- A model of governance should be in place with the school board. As new members enter the board, a training session should take place on proper board procedures and etiquette. The development of a good working relationship with all board members and especially the board president should be constantly cultivated.

School Board President Interview

I interviewed our current board president, Dr. Jeff Scherer. Dr. Scherer has been the president for the past four years, prior to that time he was a member at large. He estimates the time commitment as president is about three times as much, compared to when he was a member at large. He estimates the time commitment at approximately 15 hours per month, outside of regularly scheduled board meetings.

In my opinion, our board has a very professional approach and their interaction is exemplary. I asked Dr. Scherer how this was accomplished. Dr. Scherer stated the board does not operate using a specific model, but the example is established at the top with our superintendent, Dr. Crist. Dr. Scherer also credits his military background with no cutting of corners. During open discussion the board acts as a unified body, with each member respecting the other member's perspective.

When a new board member is elected there is a training process that takes place and it involves the superintendent, his administrative assistant, board president, and the new member. They also utilize the training that is offered through WASBA.

The greatest challenge of the board is understanding the school funding system. Dr. Scherer stated it is a very complicated formula and the final state budget is not released until a couple months into the new school year. He talked about the revenue caps that were established in 1993 and the financial challenges that were created with their adoption. The open enrollment net out of the district (about 450 students) is also a board concern.

When asked about the three greatest successes of the board he responded with: 1- The implementation of the district's strategic plan. 2- The implementation of the district's dual language immersion plan that began four years ago. 3- The district embracing the diversity of it's students (as we have about a 53% Latino population district wide).

Superintendent Monthly Tasks

I interviewed, Joe Price, Superintendent of Lakewood School in Twin Lakes. Lakewood is a K-8 School with a population of about 375 students. Joe wears many hats in his current position. He has a C & I Director, a personal secretary, and another secretary who manages payroll and accounts receivable. The principal responsibilities are shared between the C & I Director and Joe.

July:
*Fiscal closeout of books and prepare for the auditors
*Budget - Analyze debits and credits for past school year
*Finalize staffing for the upcoming school year
*Re-visit the strategic plan with the board and plan out board meetings for the school year
*Plan professional development in-services for the school year
*Adhere to all timelines for title funding
*Vacation as this is about the only month there will be time
*Finalize summer school plans (Lakewood does summer school the end of July and August)

August:
*Finalize summer school - this past year the school generated 10 FTE x $11,000 = $110,000 - $25,000 in costs for a net gain of about $85,000 for the operational budget
*Policy revisions for staff and student handbooks
*Generate seclusion and restraint report
*Open house and finalize all registration and class rosters

September
*Finalize budget
*3rd Friday count
*Annual meeting at the end of September (varies by district)

October
*Certify final tax levy

November
*Parent Teacher Conferences

December
No major calendar events

January
*Begin initial budget building for upcoming school year
*School board convention - have your own board present if possible

February
*Parent Teacher Conferences

March
*Market/publicize good things in your own district - open enrollment window is open

April
*Non-renewals of staff

May
*Hearings for non-renewals of staff members

June
*Graduation
*Budget closeout - verify all accounts

Boards That Matter

I am impressed with the manner our board, the Delavan-Darien board operates. Approximately six years ago our board went through substantial change, and now all seven seats have new members. I would say our board operates off the Policy Governance Model. The four quadrants: Ends, Executive Limitations, Governance Process, and Governance-Management connection are all present.

Our meetings are very balanced, the person who does most of the talking will vary from meeting to meeting. At our recent June meeting, I would be surprised if our superintendent spoke more than eight sentences. I have been at other meetings, some controversial, where he took the lead at the meeting. Our most recent meeting consisted of approximately ten items that needed to be covered and in many cases approved. Our Director of Instruction, Athletic Director and an accountant did the majority of the presentations. In the items that were more procedural and common sense the conversation was minimal and the votes were unanimous. At our recent meeting there was some debate how the newly vacated seat should be filled. As we have a confusing situation with two cities and also two townships and three additional seats; I will stop there to avoid unnecessary confusion. Our board meetings are directed by our board president and he allows for the appropriate debate, but will move the meeting along if conversation starts to go astray.

Our superintendent has the appropriate people share in their area of expertise. If a question is asked of one of these individuals, then he is there to support. In meetings that include topics that are more divisive, then the superintendent will take the lead. When meetings are controversial and a very emotional person has spoken, he will thank the person for sharing and in a caring tone explain why the district is moving in the determined direction. We recently went from three K-5 schools, to a center school model and this was a hot topic in the community. The concerns were heard and re-stated about the neighborhood schools being eliminated, but the district had numerous reasons they were going to the center school model. These were meetings were very eye opening and informational for an aspiring superintendent. The manner in which the board and CEO operated were exemplary. I have been to board meetings in other districts where there is no model and one or two people dominate and at times I thought they just wanted to hear their own voice. I am pleased to say our meetings are an excellent model. Debate is welcome and common on topics that require discussion, and are to the point on more organizational topics. Each of our board members also is a strong individual willing to make their own point and accountable for their own vote.

If I were superintendent I would hope to have a board like our current one. The meetings are organized, values based, and allow for the appropriate amount of debate. The board president is an extremely important person and can cause the boat to float or sink. When a person is looking to find the right fit for a district, talking and getting to know the president is a key step. It is also beneficial to know how many more years they have remaining in their current term and in some situations finding out their long term plan of remaining a board member. As I talk to superintendents, read articles and posts they all support the concept of getting to know your board president before you decide if you are finding the right fit!

Developing a Vision

As you develop a vision, it is essential to include other key stakeholders in the process. Community members, school board members, parents and staff should all be included in the process. In small groups, the stakeholders should map out what they envision their schools and district look like in the future. The community culture and values should be considered when developing this plan. Once the groups have had an opportunity to share, I would look for common elements.

I would then work with my administrative team and share the vision that has been developed. We would then begin conversation of how we are going to get there? Which elements are already in place? What are the topics that require more research or training? Who do we have or who do we know that can give us the information we need? Prioritize which areas we will address first based upon budget and level of importance. 

It is necessary to share the plan with your entire staff and explain the process and the rationale for the vision. I would inform the employees of the staff development that will be taking place throughout the current school year. When possible, I would ask staff members to lead the training as there may be classroom strategies that some members excel in. I would stress that change is never easy, but we are going through the process with the end in mind.

As the year progresses, our administrative team would use data to determine if things are going well. If not, determine what do we need to change or perhaps go back and re-train. As a team discuss the pace we are going, is it too fast, too slow or are things going well? I would celebrate the successes we have on our journey. 

Community 700

It is essential to have the view of gifts and assets instead of fear, fault, and blame. We are hired because of the strengths we bring to an organization, not the areas of our deficiencies. I especially liked the part not to refer to a person as disabled, but identifying the individual by their talents.

The setting of a meeting is as important as the subject matter of the meeting. If possible, have people sit at circular tables where they are facing each other and have the opportunity to interact. It is best if people are not elevated, as this indicates different levels of importance. If a person is going to have a microphone then all individuals should have the opportunity to have their voice amplified. When a person begins to talk, have them state their name and perhaps have them repeat what they stated, to signify importance.

Developing a sense of belonging is what builds community. Individuals that feel connected to many aspects of the community will have increased buy in. As individuals develop a feeling of relatedness, they will develop a sense of ownership in helping to shape the direction and purpose of the organization.

Long-lasting change occurs at a gradual pace. If change is dictated by laws and mandates the initial impact might be dramatic, but the long term effect will be minimal. When change is spawned by small groups of people interacting peer to peer the buy-in will allow the new adjustments to endure over time.

Who do we want at the table? As a list is generated of who to invite to a meeting, we should look for a representative sampling of the overall population. The more personal the invitation, face to face is most effective, the more likely people are to attend. If an individual chooses not to attend the request should be honored and there should be no concern of negative consequences.

The focus of a meeting should be on possibilities and not on problem solving. What do we envision our future to be? What will we create together? This focus on possibilities is what allows organizations to progress from good to great! This future we envision creates energy and enthusiasm and generates excitement of what we can become.

Citizenship is one who is willing to be accountable for the well being of the whole. We are creators of our own world. We need to form our own future, not let others determine our path. If people had a hand in creating, they will embrace ownership and accept accountability.

Gifts, generosity, abundance, chosen accountability, focus on citizens, possibility = restorative path

A leader is a social architect that creates experiences for others. Leaders design gatherings, promote shared ownership and produce engagement. Effective listening is a key attribute to an effective leader. Sometimes we ask leaders to solve for us, what we should solve ourselves.