superintendent of the year nominations

Community Involvement and Engagement. Building effective schools requires diverse members of the community to support the school district in today’s society. As a result, I refocused my “Key Communicators Network,” where on a monthly basis I informally meet with influential stakeholders. I prepare and send messages on a regular basis to staff members, parents, and other stakeholders in the community. The local newspapers allow me to contribute a regular column, which is later repurposed for spreading key district messages. Recognizing the scope of social media, I have my own page on the District website with links to several resources and other communication efforts. I use blogs that allow me to expand my effort to get the message out, while creating an opportunity to interact with public responses. I use Twitter accounts to promote, inform, recognize, and stay in touch with interested parties. Videos, podcasts, and webinars are broadcasted, posted on the district’s website, shown at meetings, and distributed to interested stakeholders (attached supporting documents.). Additional engagement involves taking the lead in working with key public groups on long-range plans and other important initiatives, such as technology and finance committees and through standing advisory groups and special project task forces. Our district-wide volunteer recognition program allows me an opportunity to express my appreciation and praise individuals and organizations for a job well done. And I have led by example. During recent tough financial times, I asked for my pay to be frozen (attached supporting documents). To ensure transparency, we have made it easy for stakeholders to monitor our district’s finances by posting the district’s budget online and in a timely fashion. We are proud to present the proposed FY2013-14 budget. This document is intended to illustrate to all stakeholders, in an understandable manner, how District resources are being utilized to meet its goals and accomplish its mission. We hope this document helps to create a more open and accountable picture of the District so informed decisions can be made and resources can be allocated effectively. I use school board meetings as a regular venue to feature effectiveness reports about various aspects of the educational program. With the approval and input of the board, key topics such as Ohio Teacher Evaluation System, Principal Evaluation System, International Baccalaureate, School and Staff Safety, and Credit Flexibility have been selected for brief but thorough staff presentation. Realizing the Board’s vision and the goals set in the District’s Strategic Plan requires a high- performing, results-oriented staff. To ensure Cabinet and building administrators operate as a high functional team dedicated to a positive, professional culture, my staff and I must: (a) recruit, hire and retain the most effective teachers, principals, and other employees that reflect our diverse student population; (b) ensure that the allocation of resources aligns with student needs; (c) ensure all staff members provide outstanding customer service to our students, parents, community members and visitors and commit to a continuous-improvement model; (d) set a clear understanding of roles, responsibilities, and expectations and systems for mutual accountability; (e) understand how communication and decision-making will occur throughout the district; (f) establish meeting protocols and systems designed to focus on increased student achievement and continuous improvement.; (g) review the current district office structure to determine focus on student achievement and maximize operational efficiency; (h) provide updates on major initiatives under way with projected timelines, a review of significant or potential problems in each area of responsibility, and major decisions needing to Describe the specific actions you expect your staff to take to achieve the district’s long- and short-term goals.

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