dr. sandy husk...sandy husk. ceo, avid. top 3. dr. edward “lee” vargas • recovering...
TRANSCRIPT
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DR. SANDY HUSKCEO, AVID
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TOP 3
Dr. Edward “Lee” Vargas• Recovering Superintendent• EVP, AVID
The board may not always be right, but they are always the board.”
SCHOOL BOARD SURVIVAL TIPS FORNEW SUPERINTENDENTS
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NEGOTIATE A STRONG PRENUPTIAL AGREEMENT
They never love you like they do when they first hire you.
Your contract with the board should establish the expectational framework.
Define roles, terms, and responsibilities• Salary and terms• Board of Education• Superintendent• District management• Personnel management• Goals and evaluation• Full legal indemnification
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Establish a communication system
Focus onteamwork withthe entire board
Nurture the relationship
TREAT ALL BOARD MEMBERS
EQUALLY AND WITH RESPECT
Use state school board associations, NSBA, research, etc. as a framework for leading the board
Operate from a policy and regulatory base
Be the chief educational advisor to the board
Understand you can only take direction from the board as a whole
Be a steward and help the board achieve success
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HAVE AN ESCAPE HATCH AND A SAFETY NET
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Effective and efficient processes
Strategic planning and results
Stakeholder engagement
Curriculum and teaching
Stellar people
Accountability
Leadership
DISTRICT, BOARD, AND SUPERINTENDENT:
HOW DO WE MEASURE UP?
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CRITICISMS OF SCHOOL GOVERNANCE STRUCTURES
Roleconfusion and ambiguity
Lack of leadership for education reform
Poor goal-setting, planning, and execution
Board members splintered by attempts to represent special interests or board members’ individual political needs
Lack of balance between autonomy and affiliation
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► Translate board policy into action
► Effectively execute the board’s goals and direction
► Set high expectations for themselves and others
► Communicate effectively with every board member
► Be professional, knowledgeable, and deliberate
► Gather information to aid board in decision-making
► Share information requested by one board member with all board members
► Provide regular assessment data to board
► Work to achieve the district/board vision
THE SUPERINTENDENT’S ROLE
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► Hire the superintendent
► Establish a vision and long-range plan
► Identify problems and issues
► Set board policy
► Offer counsel and advice
► Evaluate district progress toward goals
► Delegate and hold the superintendent accountable for executive functions
THE SCHOOL BOARD’S ROLE
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EFFECTIVESCHOOL BOARD MEMBERS
► Communicate honestly, directly, and respectfully with each other, the superintendent, and all constituents
► Understand respective roles► Board does the “what”
Superintendent does the “how”
► Work as a TEAM(Together, Everyone Achieves More)
► Visit schools to learn, not to manage
► Listen and refer concerns to the superintendent
► Represent parents while maintaining professional objectivity
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EFFECTIVESCHOOL BOARD MEMBERS
► Are optimistic and believe in what they are doing
► Support board decisions while retaining their individuality
► Have an investment in education
► Are consistent and reliable
► Place students at the center of all decisions
► Follow their own policies and state/federal regulations
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EFFECTIVESUPERINTENDENTS
► Are open, honest, and trustworthy
► Coach and support their boards as they struggle to set goals and make policy decisions
► Maintain state-of-the-art knowledge
► Help make the board successful
► Accept responsibility for outcomes
► Are professional at all times
► Most importantly, communicate—the good, the bad, and the ugly
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Focus on students in decision-making
Have open, honest, respectful superintendent-board relationships
Are “1” team
BOARD-SUPERINTENDENT
TEAMS INHIGH-ACHIEVING
SCHOOL DISTRICTS
Understand the action is in buildings and classrooms
Understand and focus on school and school system renewal
Use data and information for decision-making vs. practice and tradition
Promote an elevating vs. accepting belief system(raise expectations)
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QUESTIONS FOR DISCUSSION AND REFLECTION
Do you agree with B.H. Krysiak? Krysiak writes:
“A productive and effective board-superintendent relationship is all about being able to adapt to different situations. The relationship demands flexibility based more on knowledge and expertise than on roles etched in granite.”
What area of school board-superintendent relationships does your school district need to work on most?
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THANK YOU
www.avid.org