As I researched the last three years of articles about the district, one big theme emerged, which was the passage of bond issues. The articles highlighted the time leading up to the vote, and the passage and implementation of the bond issues as well. These articles give insight to Owasso and the community involvement and support of the school district. The most recent article was the passage of the $57 million dollar bond, which was the largest in school history, shows the unwavering support of the community. The bond was pasted with a 72% approval rating, which is a typical percentage for Owasso. Dr. Ogilvie is the face behind bond issues in Owasso, and he does a great job of communicating the importance of the passage of bond issues. …show more content…
Ogilvie’s example in regards to bond issues, because I know one of the main jobs of the superintendent is to have success passages of bonds in order to keep the district moving forward. Dr. Fichtner, our Assistant Superintendent, has also been a fantastic role model for communication with local papers and news organizations. She is extremely thoughtful in what she says and always ends with an encouraging message to both the community and to teachers. The only changes I would make if I were a superintendent, is I would try to be more consistent with the communication with teachers in the district. I would try to be more visible throughout the year at faculty meetings, and offer encouragement in a face to face manner to the different instructional sites. The reason for this is sometimes teachers feel frustrated when the only time they see the superintendent is when there is a bond that needs to be passed. Being more visible at throughout the year to create more buy-in to the vision and mission of the superintendent from stakeholders such as teachers and …show more content…
Dr. Fichtner, work very closely with the principals from each instructional site to ensure they are aligned with the district mission and vision. She sets the instructional “tone” of the district by communicating that we will always do what is best for students. Dr. Fichtner meets monthly, with site principals, and is always available to help with situations they come across. She obtains information from the principals throughout the year to use on their evaluation. She monitors their progress on drills and teacher evaluations, she discusses how they are communicating with their faculty and staff, and at evaluates their progress towards RTI initiatives. Every conversation she has always comes back to what is good for students, which I think is of upmost importance in the evaluation process. She follows the same procedures when it comes to central office personnel, such as curriculum coordinators, that fall under curriculum and
Ms. Hall shared several insights to the superintendence and advice for those aspiring to be one. One insight that she revealed was the importance of really knowing the district. She spoke about the importance of truly understanding the district's heritage, how people relate to it, and what they expect from it currently. This allows her to really prepare for the deep changes that she planning. Her greatest piece of advice was that a superintendent must be willing to build relationships with all stakeholders. She feels that a superintendent must be an instructional leader and a politician of sorts in order to be truly effective.
Henson, the assistant principal, lacks the communicator trait. Henson has not taken any opportunities to communicate with the parents, students, staff, or community this year. Due to his lack of communication skills he has not fostered any relationships with individuals who he will interact with next year as the head principal. Henson has been assigned the head principal job for the 2016-17 school; I believe his lack of communication skills will cause problems in his principalship. Parents want their children to attend schools where the teachers and administrators are relatable and can effectively communicate his expectations for them and their children.
The main challenge that Rocky Road School District is currently facing is the several lawsuits from former parents and staff. As well as the lack of team work that is shown within the district. Having a meeting with all Principals in the Rocky Road district is a most. Negotiation of teacher’s contracts and the hiring of new qualified teachers which will help assist the testing scores for the district. Giving parents a sense of comfort that their children are being well educated is a key challenge. My main challenge will be getting all parties involved in the movement to “Strive for Excellence.” Our main concern is getting faculty, staff, student, parents and the community working together to make Rocky Road School District successful, it takes a team to fix such a messy situation.
Stover, Del. "School Boards:What Does The Future Hold?" American School Board Journal. Web. 16 Dec. 2011. .
It sets the wrong example for everyone and is not a characteristic of an exemplary leader. According to standard ten of the Professional Standards for Educational Leaders (2015), a school leader should continuously seek the improvement of every aspect of schools. The superintendent should be addressing any misconceptions that are brought to the superintendents’ cabinets. The weekly meetings that were being held should be to discover methods and strategies to improve student success and develop professional and knowledgeable employees. Instead, this superintendent seems to protect others from being held accountable for what they say and do. According to standard two, school leaders should promote effective communication, set professional norms, promote integrity, fairness, transparency, trust, collaboration, perseverance, learning, continuous improvement, and professional behavior. This superintendent does not conduct himself as an example for others to follow and does not uphold professionalism while conducting meetings with the assistant superintendent; therefore, one must wonder what other business affairs have been conducted in an unprofessional manner and to what
By having school board meetings, it helps to see what the school’s needs. This is very important for the reason that this may be the only time that a concern parent or person voice might be heard. From this meeting, it was learned that the school board members are willing to help people that have concerns. An example, of this, was when the concern Pre-K parent was worried that she heard that Pre-K has been just a daycare. However, someone from the board mentioned to her that she would personally go with the parent the next day and show her how Pre-K is running during the day. This made the parent so happy because her concerns were being met. I have learned that school board members look out for the students and that they are the number one source that community members should go to if they have a concern or a suggestion to better their children’s
I went to the school board meeting on March 21, 2016 in Kanawha. The following people were at the council: Wayne Kronneman, Leah Deutsch, Ryan Hiscocks, Ryan Johnson, Jay Burgardt, Mona Buns, Gary Chizek, Todd Hammer, and Jon Harle. The others were mainly community member which included teachers, principals, parents and supporters. Some of the West Hancock staff included Mr. Peterson, Mrs. DeHart, Mrs. Bruns, Mr. Francis, Mrs. Gast and others. The other people who were there were parents and other community members. The first part of the meeting was the revision of the budget and presentation of the budget. This was given by Wayne Kronneman. He explained the budget of this year and how it compared to last years. Also he also talked about the budget for next year. After that they had a discussion with the
Daisy Li-Morell: I think the most significant pressure that a school administrator facing these days is figuring out how to do more with less. Decreased and a lack of funding is a critical issue facing most principals. Funding is decreasing at the state, federal, and local levels. Schools need to be innovated and do more with less. The lack of funding translates into having less certified staff, non-certified staff, and less educational resources.
The Superintendent’s office acts as a governing body on diocesan-wide matters. The Office of Catholic Schools provides cohesion on matters of curriculum, faith formation, operating calendar, employee screening, teacher certification, lay teacher benefits, and those areas where it is more efficient to have central office oversight than individual schools. The Superintendent avails herself of recommendations from committees, as well as from office staff members with areas of expertise such as curriculum, special education, leadership, enrollment management, and
At the heart of this model, is the need for the administrator to develop relationships with the people they supervise. It is important to note that this does not just apply to teachers but the students as well. When people you are given charge over know that you know their situation, care about them as a person, and truly want what is best for them both professionally and personally, you open so many doors to conversations for improvement that could never occur under any other
Creswell (2005) identifies limitations as potential problems or weak areas of a study. The proposed study does not intend to determine the level of teacher satisfaction select teachers have with the leadership of the principal. This study is motivated to provide and identify strategies through the use of observations and interviews of select elementary school teachers and principals to add information to the knowledgebase
Education on financial matters such as this will take up a majority of the third day of the workshop. At the end of the third day of workshop, administrators will have more realistic opinions on the possible avenues of action they can seek. On the fourth day individual administrators will return to their small groups and begin to brain storm possible solutions in relationship to the school district’s budget. Each group’s best solution will be presented to the larger group. Finally on the fifth day, through greater discussion, hopefully the administrators as a whole as will construct a list of realistic demands to present to the Council of Great City
I have various leadership and skills many mentioned in the above description. As a future school leader, I anticipate having standard 6 as my priority as it managing school personnel. Retaining the current staff and hiring new ones requires a plan of action. This includes a committee of teachers to serve on a hiring panel. Not only does this allow the teachers to evaluate someone in their field, it also gives them a sense of value in the school. I would also have a plan in place for when staff members leave. This will be an excel sheet where I have access to all the staff certifications and years of service. I can plan for when anticipate retirements are going to take place and how I will replace them. To improve the current staff, I will make professional development meaningful. One way is to ask staff for ideas on what topics they would like to learn more about to improve their professional growth. Another way is to have professional development led by current teachers and have alternating programs during the day. Performing regular walkthroughs and observations is important to me as it gives me an idea of the whole school and each individual teacher. I can provide constructive feedback. Something I do in my class is to write feedback on posted notes and hand them to my students as they are working. I would use the same idea during walkthrough and post it on their desks. I will also ensure that I get as many teachers as I can to be involved in committees and events. This way the success is a team effort. I also would make sure my staff is aware of having a balance between life and work. Every once in a while, I would bring breakfast for the staff or even present the idea of holiday parties. These can be after school or just as a lunch
O’Dea, as it is referred to within this paper, was selected because it is located within my neighborhood, and I am familiar with it’s location, general population and the mission and goals of the school.
Successful educational leaders develop their districts and schools as effectiveorganizations that support and sustain the performance of administrators and teachers, as well as students. Specific practices typically associated with this set of basics include strengthening district and school cultures, modifying organizational structures and building collaborative processe...