Systemic institutional change requires several factors to be present: 1) An authentic community demand for the change; 2) Policy/legislation that requires the change to occur within the system; 3) An administrative climate that provides leadership in enforcing the change; and 4) The deliberate allotment of resources to directly impact the goals/mission of change.

 

COMMUNITY: The community has demonstrated its desire for change very clearly. We insisted that the former supt. resign. We objected to all of the candidates that the previous board presented. A new supt was appointed without public input. We elected a new board to move us forward on issues such as lack of equity, reducing disproportionality, and increasing the  academic achievement of all students.

 

POLICY: The board has stated that it is pursing a course of "inverted philosophy." I interpret this to mean that, unlike the previous 5 year plan which was based on a corporate model of education, the new policies and 5 year plan appear to be focussing on a social service model in education. This is a tremendous step forward toward creating equity and reducing disproportionality in SPS.

 

ADMINISTRATIVE LEADERSHIP: Unfortunately, if those who provide the top administrative leadership for the district (the supt, COO, and CAO, and the director of facilities and enrollment in particular), don't truly "buy into" the new policies and philosophy, all of the change efforts of the community, the board, and the staff may be undermined, to the detrement of all. It is the administrations responsibility to provide active leadership to ensure the implementation of not just the letter, but the spirit of the new directions this board and its constituents is pursuing.

 

This appears to be the weak link in our serious effort to create equity and to eliminate disproportionality.

 

As part of the effort to build leadership capacity for accountability, inclusivity, and effectiveness, (Goal 4), we should examine the roles and requirements for the positions of Supt, COO, CAO, and director of facilities and enrollment under the new directives, policies and 5 year plan. These positions should be opened to new postings and filled with individuals who provide the vision and the leadership skills that the SPS now are seeking. If the current position holders wish to re-apply, there is no problem with that. However, I would like to have them all voluntarily resign and apply for rehire after the new policies and 5 year plans have been completed.

 

BOARD ADOPTED PROCEDURES: I would also remind the board that they have the right to establish not only policy, but board approved procedures to implement that policy. Then it is the role and responsibility of the administration to develop strategies and plans to implement these policy, goals, and established procedures. If we are truly seeking an abrupt change of direction and philosophy, it will take strong and united leadership from our board to establish the direction and the parameters under which the school district will function. It will also require authentic community involvement at every level from hiring for local schools to committees and reveiw of policies and procedures.

 

RESOURCE MANAGEMENT: We must, indeed, manage resources and set priorities using principles of equity and sustainability and alignment with the 5 year plan. (Goal 5)