As retired teachers, we know it is important to stand up and support what we believe is best for our community. That is why we support Michael N. Smith for the office of Superintendent for Regional Office of Education #11. We cannot afford the status quo. We need someone who can build and foster a positive working relationship with all schools within our region where an honest exchange of ideas and concerns can take place without consequences. We need someone who has the support of area administrators who respect the office and the person who holds that office. It requires someone who understands the need for a vocational school to maximize the educational opportunities for all of our students. We need someone who is not afraid to make hard decisions and who understands the roles of every educator in our region because Michael has personal experience in all of them. …show more content…
Michael has over twenty years of experience in education as a superintendent, principal, teacher, and coach. He works hard to provide the best for his students, his staff, and the community while maintaining professionalism in every aspect of his life. Michael is not afraid to make tough decisions and to take a stand to implement those decisions. He is not an administrator who closes his office door. He feels a responsibility to be a part of the daily life of every building in his district. He attends evening and weekend events and makes it a priority to keep the community informed daily through social media.
Serving as Regional Superintendent should not be determined merely by friendships and social circles. It must be based on experience, credentials, and commitment. Included in his platform is a regional vocational/trades school which is vital for our students who are gifted in these areas. In addition, his business degree provides him with the training to insure fiscal solvency for his school
Case Study 6 2. By appointing the ad hoc committee, has the superintendent undermined the authority of the assistant superintendent for business? When Dr. Davis wrote a formal recommendation to the former superintendent requesting centralized control of the principal’s activity funds, it was dismissed because there were many unanswered questions. Being a former principal in the district, Dr. Davis was fully aware of the mismanagement of these funds and continued to pursue the issue with the school board, despite the decision of the superintendent.
“In addition to organizational structure, the people within an organization determine how the organization functions. The values and perspectives of these individuals can influence how programs are implemented, how the organization obtains money and other resources, who is hired by the organization, and what services the organization provides,” (Hardina, Middleton, Montana & Simpson, 2007 pg. 29). The following will analyze the Saginaw Intermediate School District (Saginaw ISD) and their ability to meet the needs of those people it serves as well as those individuals they employ. Stakeholder Groups Recruiting and retaining active stakeholders increases, “Greater community support and buy-in, varied perspectives, a better understanding of the community context and an overall, more effective effort,” (Morgan, Stakeholders and Collaborators, 2018).
I have worked to expand my leadership skills at the district level in budgeting, leadership, project management and application of Career and Technical Education (CTE) initiatives, aligning frameworks, connecting with Middle School programs, Advisory Committees and Technology Initiatives. I work with Sumner's CTE staff to complete
This allowed her fantastic bonds within the community and she was very well respected; however, our new superintendent has done a fantastic job in filling her shoes. He realizes how important both schools history is to the community members and incorporates it whenever he can. He is also very big on hiring community members, which makes the bond between our school and community even stronger. The kids in our school get so excited when they or their parents know their teacher outside of
In today’s highly litigious society it is of utmost importance for an education leader to have a good understanding of rules and regulations pertaining to the field of education. Knowledge of constitutional provisions and a handle on up to date local, state and federal requirements is a must for someone in educational leadership role. The nature of the population we serve is changing continuously. Educators need to be mindful of the rights of people protected by the constitution and make an effort to develop policies designed to protect those rights.
The governing board conducted the second reading of the CFSD policy related to the superintendent’s job description. During the first reading of this policy on August 11, the board recommended updating some of the language, the board discussed additional revisions during the second reading, this policy will be brought back for board approval at the next board meeting.
As the president of the school board, Maxwell saw a need to educate the increasingly urban population moving into the district. Because of this, his objectives are to expand classroom opportunities for students, increase the number of tours by 30 percent that he provides for members of the community and increase overall product sales by
Politics also play a part in this dynamic on a large and small scale, from the board members who must campaign for their position to individuals engaging in self-promotion in hopes of improving their position. Legitimate formal power and direction comes from the top of the pyramid on down through the ranks. Perched at the top of the power pyramid are five elected county school board members and the county superintendent of schools. Below them are five assistant superintendents and at the next level down are a combination coordinators and program managers. Lastly, all other staff make up the base of this formation, having the least amount of influence and dependent on mid-level managers for resources, information and approval of decisions.
Across the 289 Indiana public school districts, superintendents
Present: Ed Caron, Chair; Jeanice Garfield, Member; Mike Griffin, Vice Chair; Steve Karaffa, Clerk; Troy Palmer, Member; Zach McLaughlin, Superintendent; Steve Hier, Director of Fiscal Services; David Cohn, Director of Curriculum, Instruction, and Assessment; and Judy Spaulding, Recording Secretary. Presenters: Zach McLaughlin, Superintendent; Ed Caron, Chair Audience: There were no audience members present Springfield School District had a school board meeting on Monday, March 12, 2018. After the Pledge of Allegiance, Mr. McLaughlin reviewed the process of reorganizing the new board. Ed Caron was nominated to be Chair and all the board members were in favor of this vote.
Administrative certificate aside, it is incredible the amount of tasks and duties administrator’s must handle while also being under a high amount of scrutiny. Administrators are ambassadors for their schools, with their actions, words, and appearance being constantly examined. Especially if the administrator lives in the district that they work in as does Mr. McCormick. Another eye-opening fact of this experience was just how much of an administrators job is kept separate from the day-to-day running of a school. Mr. McCormick talks about how most of the things he does are outside of school hours in anticipation of school events.
In the five years as principal, her school met exceptional growth in the areas of reading and math. When asked how the school had progressed with her as principal, she said, “I created professional learning communities to focus on student learning and differentiated instruction.” After much success as a principal at Sunland Park, she was offered a principal position at Anthony Elementary. Anthony Elementary had not met AYP standards for three consecutive years. When Ms.Perez got to Anthony Elementary, the teachers had many excuses as to why Anthony Elementary was not meeting the AYP standards.
As an administrator and working with the Instructional Services department, I have assisted in the adoption of district wide curriculum for
The text states, “The superintendent did have enormous power of initiative in virtually all matters concerning the schools: the appointment of staff, the selection of textbooks, plans and contracts for buildings, the determination of the curriculum, and normal decisions about everyday running of the schools” (159). When examining the formal education of our current educational institutions, it is evident that the power structure lies with superintendents, school boards and principals who share expectations on how classrooms should be run as well as decision making for the betterment of the institution and students. Overall, formal education has evolved and will continue to evolve as educators search for their perception of the “one best system” for their students. Throughout the history of education, power structure and social class matters have influenced how educators implement regulations, interact with community members and fellow educators, but most importantly, the education of students so that they may be instilled with the skills and confidence to further themselves as
She is a leader is every aspect of school administration, who willingness accept challenges, and constructive feedback, which enable her to contribute thoughtful, well-reasoned approaches to helping