10 Matching Annotations
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    1. The con-cept of effectively connecting with thecommunity holds the prospect for signifi-cant benefits, which will result in studentachievement.

      As a superintendent and member of the school board, our community members look to us to make the best decisions in regards to educating their children and developing them into productive members of the future community. Listening to community members and communicating with them frequently only strengthens the relationship within the community, which in turn, strengthens their support for their children’s education.

    2. Second, I concludethat the superintendent and school boardrelationship is not static but rather chang-ing and transforming.

      School boards and superintendents need to assess their working relationship and evaluate one another routinely to work effectively. Honest evaluation of one another and making changes necessary to improve the relationship is crucial to success of the group.

    3. First, I conclude that the re-lationship of the superintendent and schoolboard is very complex.

      Any relationship within a group is complex. You have so many personalities and individual thoughts to navigate that it can be exhausting. Consistently revisiting the common goal of the group may prove useful in reminding members of the group that their purpose is not about themselves but to those they serve, students and the community.

    4. I con-clude that inconsistent actions by boardmembers create a degree of uncertaintyand trust in the working relationship of theschool board and superintendent

      When members of the group or organization are consistent with one another, it leads to a more genuine relationship and trust. Without trust, members of the group may exclude those that they distrust or develop resentment. This creates a divide in the relationship and could lead to a greater divide as actions may increase.

    5. The resulting frustra-tion, which is experienced by the superin-tendent, can be eliminated when a spirit ofteamwork on the part of superintendentand school board exists to focus on studentoutcomes and achievement

      The main goal in education is to increase the learning outcomes of our students. When all individuals on the school board and the superintendent focus on the students, rather than themselves and their own personal agendas, only then can they accomplish their goal.

    6. Functioning as a group re-lates to the cohesiveness of the board.Members must understand that it is thegroup, not individual members, which pos-sess the power.

      This statement is probably the most profound statement in this article. Any group or team that works together toward the same vision and mission are extremely powerful. Some of the best sports teams were not those that relied on one specific individual but each person working together to accomplish the same goal, which is to win a championship.

    7. High expectations bystakeholders place pressure on school dis-tricts to increase student learning at allgrade levels (Goodman & Zimmerman,2000; National Commission of Excellencein Education, 1983).

      School districts are being asked to do more and more every year in regards to student achievement, but they are given less funding every year as well. Superintendents and school boards need to create an environment in which they work together to recognize the accomplishments of their schools, teachers, and students.

    8. Members of school boardsand superintendents must genuinely ad-dress the status of their relationship.

      Communication is crucial to the addressing the status of the relationship between members of the school board and superintendent. Both parties need to communicate their goals, issues, and concerns appropriately in order maintain an effective relationship. It is imperative that they communicate effectively in order to achieve their goal, which is improving student learning in the district. If a board and superintendent can achieve effective communication their relationship will strengthen and ultimately strengthen the district.

    9. John Hoyle (2002) noted that spe-cific challenges emerged by heightenedpublic awareness, as well as demands forexcellence in schools and improved stu-dent performance. Consequently, intensepressure has been brought upon the rela-tionship of the superintendent and theboard of trustees.

      The pressure of high demands should only increase the stress level of those in leadership roles with in a school district. School boards and superintendents need to ensure that they are assessing their working relationship and have a well-developed plan to meet these high demands. Growing tensions between the group will only limit their effectiveness in their response to these demands.

    10. Theschool board-superintendent relationship isvital to increasing student achievement inthe twenty-first century (LaMonte, 2009).

      I agree with this statement because the school board and superintendent set the tone for the district, develop policies, and goals aimed at improving student achievement.