‘The authors fill a gap in the literature by providing a practical, experience-based look at how superintendents should approach the most important relationship in their professional lives. Working effectively with school boards is what it is all about, and this book shows you how.’
-Paul D. Houston, Executive Director, American Association of School Administrators
‘This book provides practical insights and useful ideas to help district leaders who are serious about keeping the educational interest of children first among their priorities.’
-Pedro A. Noguera, Professor, New York University
‘Clearly lays out the important role the superintendent has in leading the district in partnership with the board of education. This book is well worth the time of every current and aspiring superintendent and school board member!’
-Anne Bryant, Executive Director, National School Boards Association
‘This book is a useful tool in building district governance teams. The authors′ collective wisdom provides valuable insight for superintendents and school board members.’
-Luan B. Rivera, President, California State Boards Association
‘A wonderful, clear, and jargon-free primer on how to be a successful superintendent. This book is must reading for superintendents and a real plus for school boards.’
-Dede Alpert, Former California State Senator, Former Member, California State Assembly
‘An outstanding fieldbook for those interested in down-to-earth strategies for navigating the complexities of providing leadership in school districts.’
-General Davie, Jr., Retired Superintendent of Schools
Foster a strong superintendent-school board relationship centered on quality teaching and learning!
Effective Superintendent-School Board Practices helps current and future superintendents and school board members develop an effective governance team that prioritizes quality teaching and learning.
Designed for practicing and aspiring superintendents and school board members, this exceptional book relates the everyday experiences and challenges faced by this important district team. Combining 84 years of service as superintendents in urban, rural, and suburban school districts, the authors offer:
- Real-life vignettes that highlight problems, successes, key points, and useful practices
- Indispensable information on building relationships, creating a team, managing conflict, and staying focused on the mission and priorities of the district
- Reflective practice questions and self-assessments throughout
This rich resource offers knowledge, skills, and strategies to teach and inspire current and future leaders, based on the experiences of practitioners who have learned what works and what doesn′t, leaving valuable time to focus on student achievement.
Tabella dei contenuti
Introduction
Acknowledgments
About the Authors
Dedication
1. Building Relationships
The First Step
Understanding Each Board Member?s Interests and Goals
Adapting Communication Methods
Another Election, Another Challenge
Political Fine-Tuning
The Hidden Job Description
The Board Member Who Wants to Be Governor
Honoring Past Board Member Accomplishments
Relationship Building Never Ends
Chapter Summary
2. Creating a Team
Board-Superintendent Protocols
Use Planned Priorities as a Key Communication Strategy
Board Communicator
May I Ask That?
Preparing the Board for an Upcoming, Difficult Decision
When Is a Civility Policy Necessary?
Board Meeting Follow-Up
When Board Members Know Their Roles
A Facilitated Superintendent Evaluation Process
Board Self-Evaluation
Recognize Board Member Accomplishments
Chapter Summary
3. Staying Focused
Keeping the Mission, Philosophy, and Priorities in the Forefront
Taking the Plan to Others
Updating Your Strategic Plan
Monitoring Progress of District Goal Attainment
Working for Board Consensus
Maintaining Board Policies
Budget as a Decision-Making Tool
Chapter Summary
4. Managing Conflict
Who Is Really in Charge?
No Surprises
You Heard What at the Party?
All Internal Communication Is Not Internal
Responding to a Violation of Board Protocol
The Rebel Board Member
Chapter Summary
5. Moving On and Succession Planning
When to Leave
Learning About a New District
Knowing When to Retire
Saying Good-Bye
Making the Transition
Selecting a New Superintendent
Working as an Interim Superintendent
Chapter Summary
Resource A: Board-Superintendent Protocols for Effective Governance
Resource B: Planned Priorities
Resource C: Civility Policy
Resource D: Mission Statement and District Goals
Resource E: Strategic Plan
Resource F: Superintendent?s Evaluation Process
Resource G: School District Budget Development Calendar
Resource H: Budget Guidelines for Boards and Staff
Resource I: School District Responsibility Chart
References
Index
Circa l’autore
Patricia B. Novotney is an associate professor at the University of La Verne in the department of organizational leadership. In addition, she serves as chair of the professional administrative services credential program. She is also a consultant with school districts in the areas of governance team training, leadership development, strategic planning, and organizational development. Previously, she spent 36 years in public school district service. The majority of her work was in school administration, where she was a principal in three Southern California school districts and superintendent in two California school districts, serving for 13 years. Novotney has also been an adjunct professor, teaching master’s- and doctoral-level classes at Pepperdine University, the University of Southern California, Chapman University, and the California State University campuses at Fullerton, Long Beach, and San Bernardino. During her time as district superintendent, Novotney served as president of the Rotary Club and held offices in several other service clubs. She was also active in the Temecula, California, Chamber of Commerce. One of her community passions was her role as president of a nonprofit organization designed to work on the elimination of child abuse. During her time as superintendent, she received awards from the Rotary, Kiwanis, and Soroptimist clubs; the Temecula Chamber of Commerce and Police Department; and the California State Parent Teacher Association. Novotney received her BS degree from Bloomsburg State University, where in 1994, she was awarded the Distinguished Alumni Service Award. She received her MS degree in educational administration from Chapman University and her doctoral degree in institutional management from Pepperdine University.
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