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.
