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Leadership Lessons in Real Time – Life Long Learning via Professional Associations

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“Education costs money.  But then so does ignorance.”
– Sir Claus Moser

Like other educational leaders and public school administrators I learn a great deal about the “state” of education and the “state” of policy and leadership from membership in professional associations. From time to time I have shared blog posts about leadership benefits I have gained and the District has gained through programs and partnership in organizations like the American Association of School Administrators (AASA). In addition to the current National Superintendent Certification Program in which I am enrolled through AASA, I recently completed a two year leadership program with the Illinois Association of School Administrators (IASA): The Illinois School of Advanced Leadership (ISAL). My aim is to model the way through life-long learning so that I may have current, fresh, meaningful and evidence-based support for leading initiatives.

In education we often mention that “life long learning” is a value for which we have great respect. One way to model or demonstrate life long learning is through leadership programs, graduate coursework, teaching, seminars, reading, etc. I have been blessed with mentorship and coaching and guidance from many along my career journey and for them I am eternally grateful. Often I have sought out multiple perspectives on issues large and small so that I may be best informed as decisions need to be made and as educational growth and leadership must take place. In addition, in today’s digital world I am an advocate of video, audio, imagery, and “instant access” to timely and relevant information.

In this blog post I am sharing a link to AASA Radio (click the box below) of an interview with AASA Executive Director Dan Domench and the 2014 US Superintendent of the Year Alberto Cavalho. Please take a few minutes and listen to leadership and education perspectives on a national scale and if you like what you hear you can subscribe via iTunes at the website.

“Alberto Carvalho became Superintendent of the nation’s fourth largest school system in September 2008. He is a nationally recognized expert on school reform and finance who successfully transformed his district’s business operations and financial systems with the implementation of a streamlined Strategic Framework focused on a singular goal of student achievement.”

District Progress on Strategic Plan – Ties to The Big 5

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“Before you act, listen. Before you react, think. Before you spend, earn. Before you criticize, wait. Before you pray, forgive. Before you quit, try.”
– William Arthur Ward

In our school district, like in many around the country and world, a strategic plan of action guides our work. The current plan was enacted in 2011 and we’re in the fourth year of its implementation. When I took office as superintendent of schools I considered the number of goals in that to be excessive and so our leadership team synthesized the plan that had been in effect for two years into a more manageable “Big 5” to keep it real, on everyone’s minds and to keep it actionable. We greatly respect the energy and time and great work of the multi-representative stakeholder group! Our Big 5 is directly mapped and related to the strategic plan. In this blog post I am going to share how our work of the past year and a quarter relates to and reflects progress on the big picture planning document that guides and governs the work of our fine District.

The Plan: Priority Areas and Goals
 Priority Area: Student Growth and Achievement
 Goal 1: Continually empower and support each student to reach his/her highest potential.
-Big 5 – Common Core State Standards (CCSS), Teacher Evaluation, Technology, Supt. Task Force
During our time here we have implemented MAP testing K-5 (it had already been in place 6-8), STAR testing, we’re working on CCSS aligned district curriculum assessments (DCA) and we updated and upgraded curriculum, instruction, and facilities at the middle schools. In addition, we have an elaborate professional development implementation plan that includes voluntary development (i.e. Deerfield College, TechCampNS) and choice-based institute day work (i.e. EdCamp, Teaching & Learning Conference). In addition, we have supported teacher developed curriculum maps for each grade level and CCSS subject area! Measures include satisfaction surveys, MAP standardized test data, CoGat test data, soon to be administered PARCC data and DCA measures.

 Priority Area: Learning Environment/Climate
 Goal 2: Provide an engaging, safe, and respectful learning environment for all students.
-Big 5 – Common Core State Standards, Teacher Evaluation, Technology, Organizational Culture, Supt. Task Force
The continued focus on social emotional learning (Board Policy 6:65) through in-place work in the district as well as through the Social Emotional Sub-Committee from the Superintendent’s Task Force for Middle Level Education demonstrate high value and attention to the social needs and emotional needs of our students. This fall we implemented the Rachel’s Challenge and Rachel’s Legacy programming at the middle schools. Measures include the multi-dimensional assessments as part of Rachel’s Challenge, the Bright Bytes 1:1 roll out measures, culture survey data as well as climate survey data.

 Priority Area: Teaching Environment/Quality Staff
 Goal 3: Attract, retain and support a superior staff by providing a positive, collaborative work environment.
-Big 5 – Teacher Evaluation, Organizational Culture
Each of the last two school years we have administered culture surveys and they show upward trending culture in the school district! In addition we have a mentor program for new staff and we have implemented the evidence based teacher evaluation program as required by Illinois law (SB7) and our training and supports continue with union/administration collaborative planning and review and monitoring.

 Priority Area: Community Connections/Family Partnerships
 Goal 4: Partner with families and members of our community to foster a shared responsibility for educating our students.
-Big 5 -Organizational Culture, Supt. Task Force
We have doubled our social media imprint and overall media footprint using Twitter (#Engage109) as well as Facebook, blogs, articles in the Deerfield Review, etc. We have reached out to the community with the Superintendent’s Task Force For Middle Level Education as well as the Parents and Professionals for Success (PPS). In addition, administrators are members of local civic organizations (Rotary, Optimists Club). We are proud members of the community and we are reaching out all the time to share our proud messages!

Priority Area: Resources: Fiscal, Facility, Planning
 Goal 5: Manage resources efficiently and effectively to achieve the mission and vision of the district and be
accountable to the community.
-Big 5 – Technology, Organizational Culture, Supt. Task Force
Under outstanding financial management, we enjoyed our 10th consecutive surplus/balanced budget after experiencing 13 deficit years! We implemented a multi-year, multi-million dollar air quality and air conditioning project. We have better LED lighting in many parts of the district, we have generators, enhanced security systems, and many other updated and upgraded facility enhancements! An example of another HUGE project conducted on behalf of the taxpayers – with NO BOND ISSUE OR TAX HIKE – but from EXISTING FUNDS invested prudently can be seen in our world class science classroom/lab upgrade. We took 1961 facilities and transformed them into 2014 and beyond!

We are proud! We measure our work! We Engage Inspire Empower each and every day!